Author: Training Industry Articles

Although the seeds for participative management and collaborative leadership were planted in the marketplace years ago and have seen substantial growth in our organizations and institutions since, tending the garden of their evolution has been and is n…

Editor’s note: This article is part one of a five-part series. This segment discusses how training protects a company’s most important asset and competitive edge — its people. Additionally, it discusses four aspects that require constant training in order to maintain or improve a team’s current skill levels.

High performing sales managers can have a profound impact on a company’s sales results. But all too often training initiatives focus on sales people and not their sales managers.

In 1991, Gloria Gerry pioneered the initial ideas and practices of Performance Support (PS) in her book, “Electronic Performance Support Systems”. She rightly proposed that the learning strategies of organizations needed to “be reconceived to influence the primary purpose of organization: to perform effectively and efficiently.” She also observed that the “information, rules and knowledge” that workers needed in order to “optimize performance” were “spread all over the place” and needed to be made “within easy reach.” According to Gerry, organizations needed to “give up the idea that competence must exist within the person and expand [their] view that whenever possible it should be built into the situation.”

In 1991, Gloria Gerry pioneered the initial ideas and practices of Performance Support (PS) in her book, “Electronic Performance Support Systems”. She rightly proposed that the learning strategies of organizations needed to “be reconceived to influence the primary purpose of organization: to perform effectively and efficiently.” She also observed that the “information, rules and knowledge” that workers needed in order to “optimize performance” were “spread all over the place” and needed to be made “within easy reach.” According to Gerry, organizations needed to “give up the idea that competence must exist within the person and expand [their] view that whenever possible it should be built into the situation.”