• Get New Articles Sent to You!

  •  
Archive for May, 2009

Leadership Tools for Small Business

By Bryant Nielson, Managing Director On May 29, 2009 NO COMMENTS

toolsLeadership is a concept that is sometimes identified only with large organizations, but don’t be fooled by this assumption. Leaders are present in every organization, at every level, and this includes small business. As a small business leader, you are probably more visible and more accessible than leaders in a large company or organization, so your skills are being watched and emulated more closely. Leadership tools and actions span quite a bit of distance, but here are five important leadership tools for the small business.

First, try “planning proactively”. In small business, it’s easy to become reactive. After all, the ups and downs of small business can be much more tumultuous and emotional since they come on quickly and affect a smaller population. But that it is no reason to avoid making plans and being proactive about problem solving. Be honest with yourself and your team about what issues could be ahead. With this, you should know the pitfalls of small business and be aware of how you can solve some of the problems you might encounter. Involve your team in problem solving at every opportunity. This will give them a “stake” in your business and the chance to participate in planning sessions.

Click here to continue reading


Finding Leadership Amidst Chaos

By Bryant Nielson, Managing Director On May 22, 2009 NO COMMENTS

leadershipessentialsToday’s organizations are finding themselves in chaos more often. Layoffs, poor economic conditions, and structural changes are causing leaders to become caught up in confusion, too. But if you follow a few guidelines and make some changes to your style, you can lead the organization through the chaos.

One of the first things to remember in unclear situations is that you must continue to think proactively and be proactive. What do you do in normal times? You think about the organization, where it needs to go, what’s going to get it there, and what issues could be obstacles. Why think any differently during times of chaos? You still have to lead the organization according to its vision and goals, but the issues may be different. When conditions start to “head south”, keep your head and think about how the issues have changed. What are the new obstacles? How can the organization react in its new condition? Your attention will be pulled in a thousand different directions, but take some time each day or week to think about how to move forward.

Click here to continue reading


Training in a Turbulent Economy

By Bryant Nielson, Managing Director On May 15, 2009 NO COMMENTS

turbulent_economyWith 2009 promising to be another economic trial, organizations are again looking for ways to streamline staffs and cut budgets while adjusting to new levels of productivity and progress. In addition, whether we like it or not, training is sometimes the first function to fall under scrutiny. We’ve talked about how to prove the training organization’s worth, but how can training function positively in a turbulent economy? Is there a way to use the economy to propel training and impact corporate success? In simple terms, yes, training can be a positive function in the turbulence and here are four ways to do it.

First, look at staffing and budgets across the organization. Most likely, there is less of both people and money everywhere you look. How can you propel training in that environment? Create training that creates cross-function. Many times training is geared toward one job or job group, with mobility only occurring within those groups. If you look at the overall picture of interconnectivity between organizational functions, you can determine which groups have the skills and knowledge to move into other areas, or at least take functions in those areas. When you revamp your training curricula, you can integrate these cross-functions and essentially create an “advertisement” for how associates can be utilized 100%. As associates are trained to take on multiple functions in multiple areas, they are creating a streamlined operation that will emerge from financial troubles in a better position – permanently. This new position can only create organizational success, especially when most organizations are trying to figure out how to move forward.

Click here to continue reading


Looking for the 20 Most Influential in Financial Training

By Bryant Nielson, Managing Director On May 15, 2009 NO COMMENTS

09_most_influential_submit1We invite you to participate in our search for the “1st Annual Your Training Edge’s 20 Most Influential People in Financial Training”.  Where we attempt to do the impossible.  We seek to name the people who impact the course of financial training globally.

We seek to scour the earth to identify those individuals whose ideas and actions are having a major impact in this challenging field.  We are looking for submission of individuals in the following areas:

Leaders
Revolutionaries
Builders
Icons
Thinkers

If you know of anyone that you would like to submit for consideration, please do so with a brief summary as to why they are one of the most influential.  Our deadline for consideration is: June 10th, 2009.  Please forward your submission to us via email at: Influential@YourTrainingEdge.com


Developing a Culture of Leadership

By Bryant Nielson, Managing Director On May 8, 2009 NO COMMENTS

<div id=”__ss_1389699″ style=”width: 425px; text-align: left;”><a style=”font: 14px Helvetica,Arial,Sans-serif; display: block; margin: 12px 0pt 3px; text-decoration: underline;” title=”Developing A Culture Of Leadership – May 2008″ href=”http://www.slideshare.net/LeavesFX/developing-a-culture-of-leadership-2003?type=powerpoint”>Developing A Culture Of Leadership – May 2008</a><object width=”425″ height=”355″ data=”http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=developingacultureofleadership2003-090505133641-phpapp01&amp;stripped_title=developing-a-culture-of-leadership-2003″ type=”application/x-shockwave-flash”><param name=”allowFullScreen” value=”true” /><param name=”allowScriptAccess” value=”always” /><param name=”src” value=”http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=developingacultureofleadership2003-090505133641-phpapp01&amp;stripped_title=developing-a-culture-of-leadership-2003″ /><param name=”allowfullscreen” value=”true” /></object>
<div style=”font-size: 11px; font-family: tahoma,arial; height: 26px; padding-top: 2px;”>View more <a style=”text-decoration: underline;” href=”http://www.slideshare.net/”>presentations</a> from <a style=”text-decoration: underline;” href=”http://www.slideshare.net/LeavesFX”>Bryant Nielson</a>.</div>
</div>


Relevance of Learning versus Relevance of Training and Development

By Bryant Nielson, Managing Director On May 5, 2009 NO COMMENTS

Training RelevenceIn today’s environment, training organizations are struggling to prove their worth. They are also struggling to keep programs going on smaller budgets with smaller staffs. One way to get ahead of this fray is to know the difference between learning and training and development – and to understand the relevance of each in terms of your organization’s environment and the overall environment.

First, training managers should understand the difference between learning and “training and development”. Learning, in general, is the absorption of base knowledge about a particular subject, such as an industry. This knowledge will give an individual an understanding of the world around them and how the organization (and the individual) fit together. Training and development, on the other hand, is the act of teaching someone how to do something, such as a job, or teaching them the skills and attitudes that will have a direct impact on job performance, such as operations, human resources policies, or management and leadership. Let’s look at some examples of each before we discuss their relevance.

Click here to continue reading