Christopher Adams

"We are not making our revenue numbers. The sales force is not negotiating effectively. Do you have some type of training to improve their negotiating skills?"

Sound familiar? Another request that comes with a predetermined solution or tactic, but how do we know the solution provided is needed or sufficient to solve the problem?

In this workshop, learn how to ask powerful questions that will be viewed as supportive and strategic in approach. You will leave the workshop with a starter kit of questions to use in future meetings for learning requests.

Most instructional designers are adept at conducting needs assessments. A challenge occurs when needs assessment data indicates that learning solutions will not address the needs that have been identified. This session describes three root cause categories which contribute to business and performance problems. For each category, possible solutions will be provided. A process for navigating this discussion with a client to ensure the appropriate set of solutions is selected will also be discussed.

An increasing number of HR and learning departments are transitioning from a tactical to a more strategic focus. Essentially, the department’s mission changes from providing HR and learning solutions to an enlarged purpose of “enhancing workplace performance in support of business goals.” This transition is not a small change; it cannot be made by only adding some new skills. A successful transition requires actions to align the department’s work process with its organizational structure and performer capabilities. This presentation will reveal the six major differences between a traditional and a strategic approach. The three levels within the department that must be aligned to successfully support a strategic performance approach will also be discussed, along with actions proven to work in making this transition.