更新时间：2019-01-03 11:56:01
Cover
Copyright
Dedication
Preface
Introduction: The Hole We’re In and How We Can Stop Digging
WHY ISN’T TRAINING WORKING NOW?
The Mr. Goodwrench Syndrome
The Training-Impact Death Spiral
The Myth of Training as a Silver Bullet
Butcher Baker or Candlestick Maker: What Business Are We In?
Too Much Effort on Trying to Please “Customers”
Irrelevant and Suboptimal Metrics
Sell Sell Sell!
Satisficing: Settling for Good Enough
AT THE BOTTOM OF THE HOLE: A CULTURE OF LOW EXPECTATIONS
Paying Too Much for Too Little
Too Much Money Left on the Table
2 What Is Courageous Training?
A STORY OF COURAGEOUS TRAINING
The Temptation of Pat
Back to the Story: Pat’s Courageous Action
What Happened to Pat’s Plan
THE FOUR PILLARS OF COURAGEOUS TRAINING
Pillar #1: Be a Business-Goal Bulldog
Pillar #2: Build Whole-Organization Responsibility for Training Impact
Pillar #3: Win the Hearts and Minds of Make-or-Break Partners
Pillar #4: Tell It Like It Is with Truthful Measurement and Evaluation
THE COURAGEOUS LEADER’S BACKBONE
3 Pillar #1: Be a Business-Goal Bulldog
SEEING THROUGH THE LENS THAT CREATES FOCUS—FROM THE TRAINING ROOM DOOR TO THE BOARDROOM FLOOR
The Fundamental Logic of Training
Training Needs and Nontraining Needs
Digging Out the Logic
Getting at Deep Business Linkage vs. a Superficial Connection
GETTING THE BUSINESS STAKES OUT ON THE TABLE
Using the Impact Map to Drive Vital Dialogues with Stakeholders
Warning
USING IMPACT MAPS STRATEGICALLY
Clarifying Initial Business Goals Stakes and Risks
Winning Support from Trainees’ Managers
Helping Individual Trainees Set and Commit to a Personalized Course of Action to Master and Apply Learning
4 Pillar #2: Build Whole-Organization Responsibility for Training Impact
A TALE OF TWO TRAINEES
Training Is More than What the Training Was
It’s All About the Process Not the Event
LEAVING IMPACT TO CHANCE OR MAKING IT HAPPEN
IT TAKES A VILLAGE TO RAISE PERFORMANCE
5 Pillar #3: Win the Hearts and Minds of the Make-or-Break Partners
THE FOUR KEY PLAYERS
BUSINESS STAKES: THE CENTRAL INVOLVEMENT STRATAGEM
THE SENIOR EXECUTIVE ROLE
MANAGERS OF TRAINEES
Impact Boosters
Impact Boosters Work
TRAINEES
TRAINING LEADER
6 Pillar #4: Tell It Like It Is with Truthful Measurement and Evaluation
RETHINKING THE KIRKPATRICK PRESCRIPTION
EXPOSING THE FALSE GOD OF ROI
CONFRONTING THE FOLLY OF SEEKING CREDIT
TELLING THE TRUTH ABOUT TRAINING IMPACT AND THE LACK OF IT
ACCURATELY DESCRIBING THE REAL CAUSES OF TRAINING FAILURE
Customer Service Training Case Study (or Who Is Minding the Store?)
GETTING INFORMATION TO THE PEOPLE WHO CAN—AND SHOULD—DO SOMETHING WITH IT
MAKING A BUSINESS CASE FOR IMPROVING TRAINING—THE COURAGEOUS TRAINING EVALUATION STRATEGY
SUMMARY
7 The Courageous Training Code: Seven Ways to Strengthen Your Leadership Backbone
THE COURAGEOUS TRAINING CODE
Decide to Be a Pioneer
Think Like a Business Partner Not a Training Vendor
Raise Customer Expectations
Embrace Resistance Don’t Avoid It
Negotiate Tactics but Don’t Compromise Principles
Be Tenacious Don’t Get Deflected
Share Credit Don’t Seek It
8 Introducing Four Courageous Training Leaders
Children’s Healthcare of Atlanta
Clark County Public Schools
Holcim
Insight Enterprises
9 Case Example #1: Diary of a CLO
Executive Development at Children’s Healthcare of Atlanta
LARRY MOHL Vice President and Chief Learning Officer
Wednesday November 29 2006
Monday October 24 2004
Thursday January 27 2005
Wednesday April 13 2005
Thursday April 25 2005
Tuesday June 25 2005
Monday September 19 2005
Wednesday September 21 2005
Friday January 13 2006
Tuesday August 1 2006
Friday August 18 2006
Monday September 4 2006
Wednesday September 13 2006
Thursday October 12 2006
Tuesday October 17 2006
Thursday November 30 2006
