About the book
This book is a comprehensive source of guidance for individual contributors who have just transitioned (or are about to transition) to new roles in the training domain such as training managers, learning managers or instructional design managers or any such roles to accelerate their leadership in the training domain. The book describes the S2Pro© Model of Strategic Competencies for Training and Learning Management Function, developed out of years of practice and research, which proposes a framework for accelerating the leadership and management development path of new training or learning managers.
The book delivers 35 powerful, proven strategies across 8 core strategic competencies namely thought process, decision-making, operations management, project leadership, strategic leadership, global team leadership, and professional development. The book provides authentic understanding, knowledge, insight, and guidance required to be successful in the training domain. This book is the first of its kind focused exclusively on the aspect of accelerating leadership and management development path for new training and learning managers. The model covered in this book is based on 8 core strategic competencies required for any training and learning management function:
1. Thought process
3. Operations management
4. Training management
5. Project leadership
6. Strategic leadership
7. Global team leadership
8. Professional development
New Training and Learning Managers: This book is a comprehensive source of guidance for individual contributors who have just transitioned to new roles in the training domain such as training managers, learning managers or instructional design managers,s or any such roles. This book is the first of its kind focused exclusively on the aspect of accelerating leadership and management development path for new training and learning managers.
Trainers, L&D professionals, and instructional designers: This book is also a great guide for individual contributors like trainers, instructional designers, learning specialists or L&D professionals who would like to increase their visibility to bid for management/leadership roles in their domains.
Chapter 1 of the book introduces a Model of Strategic Competencies for Training and Learning Function outlining 8 core strategic competencies to accelerate leadership development.
Chapter 2 sets the stage for making 3 changes in one’s thought process to be successful in the new role.
Chapter 3 of the book provides insight into 3 core skills required by new training and learning managers to make effective training-related decisions.
Chapter 4 of the book equips new managers with an understanding of 3 pillars that would allow them to manage their training operations amidst the complexity of the organization.
Chapter 5 of the book focuses on 2 fundamental characteristics of highly successful training management practices.
Chapter 6 describes 2 powerful project leadership styles particular for leading learning or training-related projects.
Chapter 7 shifts its focus on providing the first-of-its-kind checklist of 10 unique approaches exhibited by well-known training leaders.
Chapter 8 then dives into the challenge of team leadership, in particular for global, diverse multi-cultural training teams, and describes 3 common-sense principles to handle this challenge.
Chapter 9 concludes the book by providing 5 success strategies for new managers to develop themselves professionally to maintain a competitive edge in what they do.
Table of Content
CHAPTER 1 STRATEGIC COMPETENCIES
CHAPTER 2 THOUGHT PROCESS
CHANGE #1: Customer Needs – Partnership with customers to find solutions to meet customer needs
CHANGE #2: Business Priorities – Responding fast to changing business priorities
CHANGE #3: Management Strategies – Striking alignment with company and management strategies
CHAPTER 3 DECISION-MAKING
SKILL #1: Perform Comprehensive Stakeholder Analysis
SKILL #2: Implement Clear Stakeholder Communication
SKILL #3: Develop Sound Strategy For Stakeholder Expectations Management
CHAPTER 4 OPERATIONS MANAGEMENT
PILLAR #1: PROCESSES – The “heart” of the training organization
PILLAR #2: SYSTEMS – The “Mind” of the training organization
PILLAR #3: STRUCTURE – The “body” of the training organization
CHAPTER 5 TRAINING MANAGEMENT
PRACTICE #1: Managing Operations Efficiently
PRACTICE #2: Managing Projects Effectively
PRACTICE #3: Synergizing Projects And Operations
CHAPTER 6 PROJECT LEADERSHIP
STYLE #1: Project Management Style of Leading Learning Projects
STYLE #2: Process Management Style of leading Learning Projects
CHAPTER 7 STRATEGIC LEADERSHIP
APPROACH #1. stay current on the next-gen research and practices in learning vs. using time-tested proven methods
APPROACH #2. think about total learning Experience design vs. Just the instructional design
APPROACH #3. always in sync with the business needs vs. Just the training needs
APPROACH #4. use process skills more often than project management skills
APPROACH #5. plan for an extended horizon vs. Just short-term closure of action items
APPROACH #6. stay focused on integrating Training, learning, and knowledge management
APPROACH #7. consider training as a costly but essential investment
APPROACH #8. Always stay infrastructure savvy
APPROACH #9. express opinions and develop a media presence
APPROACH #10. design a robust performance support system for continuous learning
CHAPTER 8 GLOBAL TEAM LEADERSHIP
Challenges in managing a diverse, multi-cultural, global training team
PRINCIPLE #1: Non-Uniform Communication Style across Culturally Diverse Team
PRINCIPLE #2: Verbal Articulation by Every Team Member
PRINCIPLE #3: Personal Connection and Accountability-Based Productive Relationships
CHAPTER 9 PROFESSIONAL DEVELOPMENT
STRATEGY #1: Earn a global management certification
STRATEGY #2: Acquire solid project management skills
STRATEGY #3: Develop a mix of professional affiliations
STRATEGY #4: Write in your area of expertise
STRATEGY #5: Get involved in consulting activities
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