As the world of business grows increasingly complex, forward-thinking leaders believe creativity, candor, authenticity, courage, innovation and customer relationships are among the most important leadership competencies needed for any organization. As a result, top executives are demanding leadership and development training that teaches leadership that is courageous and transparent, while enhancing relationships with employees and customers. In short, CEOs know that their enterprises will rise or fall one conversation at a time, whether the conversation is between a manager and an employee or an account executive and a customer.
At the same time, leadership must have proof of the return on investment (ROI) in these leadership and development training programs, just as they would for any other expense. It is essential to deliver data that shows the monetary value of leadership and development training. And while getting to ROI for leadership and development training is not always a simple matter, it is obtainable when there is a clear and practical process in place. It might be a matter of simply measuring the impact that leadership and development training is having on benchmarks an organization is already measuring, such as speed to market, customer satisfaction surveys or the rate and cost of employee turnover.
This paper from Fierce, Inc.:
- Looks at the power of engagement and the changing landscape for leadership and development training.
- Identifies the most common reasons for implementing an ROI process, as well as the most common barriers to implementation.
- Highlights the key criteria for an effective ROI process related to leadership and development training that can work for your organization.
- Offers brief examples of organizations that proved a measurable ROI in leadership and development training that drove results by developing conversation as a skill.
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