Dear Readers,

As we prepare to turn the page on the calendar and begin a new year, we wish to thank all of our subscribers for your ongoing support of WorkplaceXpert.

We eagerly look forward to next year, providing you easy access to some of the best thinking on creating and delivering great training experiences.

This month's edition presents an article that is important for new trainers, but also a good resource for veteran professionals.

Additionally, there are some fresh ideas on coaching, development, performance improvement and sales training as well as a forward looking whitepaper on elearning. 

Have a wonderful New Year!

Twelve Things for New Trainers to Know
By Kathy Sierra

Just because you've used lots of software doesn't mean you can write code. Just because you've been in lots of buildings doesn't mean you can be an architect. And just because you've logged a million frequent flyer miles doesn't mean you can fly a plane. But if that's all ridiculously obvious, why do some people believe that just because they've taken classes, they can train? The problem isn't thinking that they can do it, the problem is thinking they can do it without having to learn, study, or practice. Learn More

The Do's and Don'ts of Executive Coaching
By Richard Gauthier

Experience in organizations has taught me that leadership matters. Leaders set the course, establish values, create productive environments, build capacity and manage operations. Even the slightest improvement in strategic ability, delegation, competence or emotional intelligence has a significant impact on the results an organization achieves. The better the leadership, the better the organization. Learn More 

Greater Efficiency: How Learning and Development
Can Contribute
By Sue Todd

Improving efficiency and driving costs out of operations are at the top of every CEO's "to-do" list. And there is no part of a company that is immune to the need to look at their operation and see what they can do more efficiently. Learning and Development (L&D) is certainly being asked to do its part. In this article, we describe the CUX CASE™ (Consolidation, Automation, Standardization and Evaluation) method for finding ways that L&D can make a difference. Learn More 

Seven Steps to Better E-learning
By Clark N. Quinn

Too much of e-learning is inadvertently designed to minimize effectiveness. Online courses often fail to engage the learner's interest and what we know about how people learn isn't applied, among other problems. Remember that the desired outcome of a learning intervention is a change in behavior; it's all about doing, not learning. Our goals for any such learning initiative, then, should be to sustain that change over time. Learn More

Is On The Job Training the Best Way to Develop a Salesperson?
By Dave Kahle

Surveys indicate that distributor CEOs use "on the job" training as the predominant method of developing salespeople. If everyone is doing it, it must be OK, right? I don't think so. See if this sounds familiar. You are ready to expand your sales force, so you hire a nice guy who has some experience in the industry. You start him with a few days in the warehouse, have him sit in customer service for a week, and meet with whichever manufacturer's rep happens to stroll in. You send him out with a senior salesperson for a week or so. Then, he's deemed ready to represent you, and he's unleashed into the territory with the charge to "go forth and sell a lot." He'll pick it up, you assure yourself, by learning "on the job." Learn More

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