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Measuring the Return on Investment (ROI) in leadership training and development is considered to be an important element in Human Resources and beyond. The ROI of training and development is frequently a topic presented and discussed at conferences, workshops and professional associations. Journals and media regularly present the subject with more and more emphasis. Executives have come to expect ROI projections and estimates in requests for leadership training and development funding. Leadership educators now find that asking for Return on Investment information is common place. In this episode learn how to get over the ROI hump.
Judith Glaser had several humps that occurred around the age of ten. It was when she became old enough to realize there was something that didn’t feel right about the way her family interacted. It also caused her to escape to other peoples’ houses to gain greater connection and a feeling of comfort. What she found out at the age of eleven, set her on a life-long journey of unlocking the mysteries of conversations. Listen to Judith as she tells her amazing story and how she got over the hump.
Jack Mackey challenged a group of volunteers for an annual conference to get 300 people to come to their annual conference. That was 3-times more than they had ever had before. Listen to how Jack moved onward and upward after a key volunteer tried to quit before they even started.
Trying to do right by her staff and by her customers, Annette found the same people getting in the way. Listen and learn how Annette got over the hump to move onward and upward.
While Yana could not control what happened in Bolivia. She had something she could control. Even when she could not control Pakistan, she still had something she could control. Listen to how she moved onward.
While Desirree had no control of the cancellation of her program, she did have control over how she would react and support her team through the transition. Listen to how she got over the hump
Mike Moyer felt like everything he touched turned to gold. Feeling confident, Mike decided to invest all of his money into a new startup. At the same time he got married, bought a new house and had a baby. And his company failed. Listen to Mike tell his story so you can learn how to move onward and upward faster.
Considering herself an introvert by nature, Sydney Savion realized she needed to break her natural tendencies so she could build more relationships, faster. As an officer in the US Air Force it was expected that she socialize with other officers, but the corporate world required even higher level of social interaction to get results. Listen how Dr. Savion got over the hump.
Louis moved to Japan to head up HR and build a consistent global culture for the organizations he was working for. Louis focused on learning the Japanese language to help lead his team, but it’s what he learned about the culture that taught him the big lesson. Listen to Louis tell his story of how he got over the hump.
Kate Nasser graduated from college with the goal of being a high school math teacher. After three months of teaching she was hit with a meatball and realized this was not what she wanted to do with her life. What a career counselor told Kate was a total shock. Listen to Kate's story of how she got over the hump.
From the publisher's feed
Why do strategic plans stall between the boardroom and the frontline?
Hosted by Jim Rembach (Executive Director, Leadership Execution Institute), The Fast Leader Show is the…
We move beyond generic management advice to examine the true physics of execution. Our dialogues bridge strategic intent and operational reality—treating high-velocity customer operations not as isolated service silos, but as the high-stress central nervous system of the entire enterprise. It is here that all upstream failures in product design, logistics, supply chain, and vendor management collide in real-time.
Each episode, we build a multi-disciplinary brain trust of global experts:
• Academic researchers analyzing the biological limits of human capacity.
• Bestselling authors introducing modern paradigms of organizational design.
• Enterprise consultants diagnosing structural operational friction points.
• Frontline executive leaders managing massive operational complexity.
Stop managing behavior. Upgrade the operating system they run on.