Training

If you’re an L&D leader, you already know what you’re really being measured on. It’s not workshop attendance. Nor is it the completion rate. It’s whether your people negotiate and influence differently when the pressure’s high and the outcome matters. You’ve probably watched this play out more than once: someone goes through training, performs well in practice scenarios, and then

It’s almost the end of the year, and your training budgets are expiring. You know what’s coming next. Someone in accounting will start sending urgent emails about “maximizing resource allocation.” Your colleague will order that project management software nobody asked for. Another team will buy ergonomic keyboards because they found them on sale.  Classic year-end

You’re sitting in a boardroom, and someone inevitably asks: “What’s our training ROI?” Your stomach drops slightly because you know the generic compliance courses and off-the-shelf programs you’ve been rolling out aren’t exactly setting the world on fire. It’s not that your team doesn’t want to learn. They absolutely do. But you keep serving them