Deliberate practice holds profound implications for skill development in many domains. Whether it's getting better at skiing or mastering other skills like leadership and communication skills, the principles remain the same. With each deliberate repetition, new neural pathways are forged, and long-term memory retention is enhanced, paving the way for non-conscious and more effortless performance.

Deliberate practice holds profound implications for skill development in many domains. Whether it's getting better at skiing or mastering other skills like leadership and communication skills, the principles remain the same. With each deliberate repetition, new neural pathways are forged, and long-term memory retention is enhanced, paving the way for non-conscious and more effortless performance.

Regardless of industry, fantastic leadership communication is vital for organizational success. Deliberate practice of these critical communication skills within realistic scenarios tailored to the job role and individual will get leaders to perform better sooner and with measurable results. Remember the adage “practice makes progress” and keep reading for examples of practice scenarios specific to specialized leader segments, including sales, supply chain and corporate.

If you are an HR Business Partner, Learning Consultant, or Director, you bring strong technical or business skills to your role, but you may be missing a set of skills crucial to your success: influencing skills.

The COVID-19 crisis offered an opportunity to innovate and to test new approaches to virtual skills development, some of which were extraordinarily successful. Here’s what we learned from those studies.

Since corporate training began, Learning and Development professionals have struggled to determine the return on investment (ROI) on training programs. While the reaction level or “smile sheets” administered during or post program are often very positive, the next three levels - learning, behaviour change, and business results - are traditionally more difficult to measure.

The most important things that happen at any organization are conversations. They are the reason we innovate, collaborate, sell, lead, coach, change, succeed, or fail. Given its significance to success, why is it that most organizations and individuals take their ability to execute a great conversation for granted?

Return on Investment (ROI) for customer-facing or coaching training programs has always been elusive. Ninety-four per cent of CEOs are looking to their L&D teams to drive results, but only 8% are satisfied that they are getting what they need. The big disconnect is measurement.