C-Suite Network™

Growth Management Personal Development

The ROI on Leadership Training

The Dirty Little Secret

The dirty little secret about most leadership training is that it doesn’t stick.

Training alone doesn’t turn into improved leader performance.  HBR, Forbes, and Inc. Magazine have all reported that American businesses spend billions of dollars annually on training that is not a good Return on Investment – largely because people go back to their old ways of doing things.  In times with tight budgets, companies still need to develop their leaders, but can’t afford to waste money.

The Three I’s of Leadership Development

When I was the head of Human Resources for a global, billion-dollar company, I delivered leadership workshops for all levels of management all around the organization, and consistently received rave reviews.  However, as the head of HR, I still continued to receive calls about managers that were leading in ways that were counter to our core values and what we taught in these workshops. I remember thinking, “What is going on here? I taught these managers how to lead people based on solid principles that were in line with our core values.”  I came to the realization that for leadership development to be effective, it must help the leaders transform the knowledge into applied skills.  As a result, I redesigned the program to follow the three I’s of personal transformation: Insights, Implementation, and Integration.  The objective of the three I‘s is to transform knowing into doing.

Transform Knowing into Doing

In any areas of life, we can have a knowing vs. doing gap.  We know what to eat to maintain optimal health, and yet, we don’t always do it. We know we need to exercise regularly, but don’t always do it.  (I am talking to myself here, feel free to listen in).  We know the Golden Rule for how to treat people, but don’t always do it.  With leadership, knowing leadership principles and not applying (doing) them is the common gap in leadership development, as described in my own experience.  To close the knowing vs. doing gap in leadership, I developed what I call The Three-Legged Stool approach to employ the Insights, Implement and Integrate transformation model.

Leg #1 – Insights

Teach a leadership model that provides a framework for learning.   In his article, Mental Models: Learn How to Think Better and Gain a Mental Edge, James Clear states that “Mental models help us understand the world we live in. They guide our perception and behavior. They are the thinking tools we use to understand life, make decisions, and solve problems. Learning a new mental model gives us a new way to see the world.”.  The model I teach is called the Diamond Quality Leadership (DQL) model.  DQL is a model of six leadership practices I developed from two years of research.  These six practices represent the insights stage of development.  A summary of the DQL model is below.


Leg #2 – Implementation

Virtual Delivery of the program. Once COVID-19 prevented us from meeting in person, I re-formatted the delivery of the program.  The delivery now consists of eight modules that are delivered in ninety-minute Zoom sessions spread out over four months.  Before each session, participants are given content (from the DQL materials) to study.  Then in each Zoom session, we work through different exercises to deepen the understanding of the content.  After each Zoom session participants are given the assignment of identifying a key insight from that module and implementing it on the job over the next two weeks.  In the next session, they report back to the group about their experience with implementing their insight.  As part of the process, participants are put into small learning teams to provide peer coaching to each other to further the implementation of the knowledge and skills.   I have found that the virtual delivery of DQL over four months (along with peer coaching) is much more effective than the old-school, two-day workshop.  It allows participants to opportunity to learn and implement the insights on the job.  Virtual delivery also saves the client company travel costs.  Note: I highly recommend Dr. Denny Coates’ book titled Peer Coaching Made Simple.  It is a straightforward, easy read guide that provides the mechanics of peer coaching.

Leg #3 Integration

Think, Do, Reflect, Modify.  Dr. David Kolb’s Experiential Learning (ELT) model teaches us that we learn best by doing.  Kolb’s ELT model is a continuous cycle of Think, Do, Reflect and Modify.  This approach supports the integration stage of development.

Let’s illustrate with an example.

  • Think.  Pat (a participant in the leadership program) decides some coaching is important for the development of one of her direct reports.  Pat thinks about and plans for the coaching session.
  • Do.  Pat puts the first coaching session on the calendar with her direct report and does the coaching.
  • Reflect.  After the coaching, Pat reflects on it. What went well? What can be improved upon?
  • Modify.   For the next coaching session, Pat modifies her coaching to incorporate the improvements she identified in the reflection.  As a result of following this experiential learning approach, Pat’s leadership skills are continuously expanding.

This integration stage of learning closes the knowing vs. doing gap.  Once Pat masters the coaching skill, she moves on to develop another leadership skill.  Working on mastering one leadership skill per quarter adds up like compound interest.  To keep up this discipline, it is important for Pat to identify one or two people that will provide peer coaching, as discussed above.  Peer coaching provides encouragement and accountability to support Pat in staying the course in her development. As Pat is expanding her leadership capabilities, the company’s ROI grows along with Pat’s growth.

As you are evaluating leadership development programs, keep an eye out for how the program helps people integrate the leadership skills and obtain the ROI needed for this development. Feel free to reach out to discuss.  My email is mark@thirdwayinc.com


Dr. Mark Hinderliter works with clients to develop people strategies that align with their business strategy.  His experience as a Senior Vice President for a billion-dollar global enterprise along with a PhD in Organization and Management are a unique fusion of real-world experience and academic credentials.  His superpower is leadership development.

Mark is a United States Army Veteran.  He is the creator of the leadership program Diamond Quality Leadership: Leadership Skills for Today’s WorkforceMark is the host of the bi-weekly LinkedIn Live event called The Great Retention.

You can follow Mark on LinkedIn at https://www.linkedin.com/in/markhinderliter/

Growth Human Resources Personal Development

Training on Smartphones: Five Critical Questions to Ask Before You Begin  

There are many compelling reasons to deliver your training directly to your employees’ cellphones. To cite just a few . . .  

  • Mobile training can be conveniently delivered to large numbers of employees who work in multiple locations 
  • There is no hardware cost, and no need to install a training center for employees to use 
  • There is no need to hire a trainer every time you want to start a training class for new employees, salespeople, or anyone else 
  • Employees can complete different units and modules whenever and wherever they prefer 
  • Millennials and other younger employees really like their mobile devices and are therefore more likely to enjoy and complete training 
  • You already have older computerized training materials – or even older printed training manuals – that should be easy to convert into mobile training programs

Those are all very good reasons why you should be thinking about mobile training. But are there other issues to consider before you move ahead? I asked Dan Black, former Vice President of Client Engagement at my company Tortal Training. Dan, who is a master training designer, recommends asking these questions before making the decision to distribute some or all of your training to your employees’ mobile phones. 

Question One: What percentage of your employees have smart phones? 

 If most of your trainees already have themthat is one thing. But if not, how will you deliver your training to those who don’t? You will need to provide tablets or laptops that can be used by them in the office. That could mean designing several versions of your training materials for different platforms. So be sure to look before you leap.  

 Question Two: How will employees be compensated for training when they are not at work?  

If employees will complete training when they are not at work, you will have to compensate them for the extra time they spend. You will have to have them track and report those extra hours. Another option is to require them to complete their training at work.  

Question ThreeIs mobile connectivity easily accessible while your employees are on the job? 

This is another question that some companies overlook as they rush to mobile. What, for example, is the state of Wi-Fi connectivity in all your work locations, stores, etc.? If it’s not already there or if it is sub-par, what will be cost of setting it up across all your locations? If your trainees will be accessing your materials while they are not at work, can you expect them to shoulder the usage costs? 

Question Four: Do your employees in the field have mobileenabled tablets? 

Many companies are discovering that mobile training works best when delivered on tablets, not smartphones. But they are also finding that few employees have tablets that are part of their mobile plans.  

Question Five: Is your training the kind of training that works well on mobile? 

Dan Black maintains that mobile devices are best for delivering what he calls “performance support,” which means training that is delivered to employees after they’ve gone through a larger and more detailed learning interaction. 

Performance support is like a reminder. You know that sign in your company bathroom that reminds employees to wash their hands before returning to work? That’s an example of performance support, which can also be defined as essential, bitesize pieces of information that you deliver where and when they can affect employee performance.  

Some examples are: 

  • Overviews of product features and use 
  • A review of how to handle a customer-facing process or procedure 
  • Quick instructions on how to fill out a form that documents a service call or a sale 
  • Simple videos on cleaning, troubleshooting, or performing preventative maintenance

The bottom line is that mobile training should be short, sweet, and to the point. Think about YouTubethe largest training resource on the planet. If people don’t know how to do something, they find out how on YouTube! Think that same way for your employees. The idea is to provide information that reminds them how to handle a process or procedure – info that they can access where and when they need it. 

In Summary . . .   

Yes, mobile is great, but it’s not great for everything. Used properly, it can be a powerful tool in your organizations arsenal if you use it in combination with the full suite of technology, classroom, and other training that is available to you. 

About the Author  

Evan Hackel is CEO of Tortal Training, a firm that specializes in developing and implementing interactive training solutions for companies in all sectors. Evan is also a recognized business and franchise expert, a professional speaker, and author. He created the concept of Ingaged Leadership and is Principal and Founder of Ingage Consulting, a consulting firm headquartered in Woburn, Massachusetts. Evan is an active advisor in the C-Suite Network. To learn more about Inage Consulting and Evan’s book Ingaging Leadership, visit Ingage.net  


Body Language Entrepreneurship Human Resources Management Marketing Negotiations Sales Skills Women In Business

“What Are The Top Five Things To Know When Negotiating” – Negotiation Tip of the Week

“To lack knowledge when negotiating is to forgo potential opportunities.” -Greg Williams, The Master Negotiator & Body Language Expert (click to Tweet)


Click here to get the book!

“What Are The Top Five Things To Know When Negotiating”


People do not realize they are always negotiating.

I wish I had a crystal ball. Why was the question her friend asked? Because then I would know the top five things to know when negotiating. I feel a little out of my depth with my upcoming negotiation. And it is vital for the advancement of my career.

That was a synopsis of a conversation between two associates. And one of them was struggling over what to do while considering an upcoming negotiation.

There are five generic considerations to be aware of when negotiating. They are not in order of importance. Keep them in mind because they are essential to your negotiation efforts.

Click here to discover what they are!

Remember, you’re always negotiating!


Listen to Greg’s podcast at https://c-suitenetwork.com/radio/shows/greg-williams-the-master-negotiator-and-body-language-expert-podcast/


After reading this article, what are you thinking? I’d like to know. Reach me at Greg@TheMasterNegotiator.com


To receive Greg’s free “Negotiation Tip of the Week” and the “Negotiation Insight,” click here https://themasternegotiator.com/


Growth Leadership Personal Development

The Power of Perception

Visit KeepLeadingPodcast.com to access the full content for this episode!

Hello, everyone! I am Eddie Turner, The Leadership Excelerator®. In this episode, I discuss the power of perception. Dr. Diane Hamilton and Dr. Maja (Maya) Zelihic, two professors and authors, are my distinguished guests. Here is what you will learn in this podcast:

Understanding Perception

Perception is a combination of four elements:

  • IQ: Intelligence Quotient
  • EQ: Emotional Quotient
  • CQ: Curiosity Quotient
  • CQ: Cultural Quotient.

Perception is a process that includes everything we are thinking about, how we recognize it, how we come across to others, how others come across to us, and how we utilize all of it to communicate effectively.

The professors have developed an acronym for the process—EPIC. It stands for Evaluation, Prediction, Interpretation, and Correlation. Every one of us goes through each phase before coming up with a decision. Recognizing perception as part of how we communicate with others can help leaders succeed in a global and diverse business setting.

Why Perception Matters?

According to Psychology Today, humans make about 35,000 decisions a day. We take these decisions either consciously or subconsciously. Many of these decisions are small and insignificant such as:

  • What time do I wake up?
  • What to eat for lunch?
  • Do I take this medicine or not?

Some of the decisions have a significant impact on professional careers in a corporate setting. The current ever-evolving, highly diverse workplace compels leaders to understand the complexities revolving around perception.

Perception impacts everyone’s reality. Understanding the mechanism and the factors affecting it impacts the effectiveness of leadership. A leader can only be effective when they can tap into the potential of their perception and understand others.

Different Factors Influencing Our Perception

Trace any of your decisions back, whether it’s your career, lifestyle, or anything, and you can find your perception based on a particular factor/experience in your life. These factors influence your perception, like

  • Culture
  • Personal experiences, life experiences, and corporate experiences
  • Intelligence
  • Gender
  • Spirituality
  • Emotions to a certain extent
  • Personality types
  • And curiosity levels

Why do Business Leaders Need to Develop their Perceptive Powers?

As a business leader, developing perceptive powers helps to understand the influences of perception on specific competencies in business such as:

  • Innovation
  • Critical thinking
  • Engagement
  • Creativity
  • Collaboration
  • Positive thinking
  • Leadership

Having perceptive power improves emotional intelligence and enables leaders to empathetically see other people’s perspectives while understanding their vantage point. Studies indicate when a business leader understands their client, their sales go up.

How Can a Leader Improve their Perception Skills

#1        Be in tune with your self-perception.

#2        Evaluate your perception. It allows you to analyze yourself in terms of self-control,

composure, acceptance, body language, tone, etc.

#3        Be aware of how others perceive you as a leader.

#4        Listen to others and observe them.

#5        Develop the ability to predict other’s perceptions.

Being in tune with the perception of others helps you create a SMART corporate goal process. It also enables you to polish your perceptions and be an effective leader.

Eddie Turner is the Keep Leading!® podcast host—a podcast dedicated to leadership development and insights.  Subscribe and Share wherever you get your podcasts.  Follow Eddie Turner on LinkedIn, Twitter, Instagram, or Facebook! Visit www.EddieTurnerLLC.com to learn more!