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Christian Buss

W. Christian Buss

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Many training companies lose money every day because of irrational pricing decisions. After all, price changes directly impact the bottom line. One of the best ways to increase a training company's profitability is to implement these common pricing principles: Get paid for added value. One of the biggest problems facing training...

The Right and Wrong of Pricing: How to avoid common pricing mistakes

The article focuses on the use of software like PowerPoint in training programs. Training professionals' main tasks is to motivate and support changes. In order to master their presentation and speaking skills, they often enlist the help of presentation coaches and software such as PowerPoint. However they need to push more in order to motivate participants. No doubt that PowerPoint is more than helpful, but there are several hidden traps in it and the world around us that reduce the effectiveness of almost every presentation we see and make. The human mind knows the linear structure of a typical PowerPoint slide well, quickly recognizes it, and wanders off to do something else, and consequently loses interest in it. Some presenters spice up the slide with some clip arts, but the best solution is to break up the linearity. Also, it should be noted that participants simply cannot process loads of charts and reports from a presentation as they can from a book. A presenter must limit the amount of time he spends on each slide to between 30 and 60 seconds.

Stop Death by PowerPoint

"Half the money I spend on advertising is wasted. The trouble is I do not know which half.", John Wanamaker, department store pioneer. Many CEOs today feel the same way about training. When training directors communicate the results of training they rarely adapt their explanation to the way a CEO thinks. Training directors know there are be...

How CEOs Think

Gregory K. Stephens is department chairman and associate professor of management at the Neeley School of Business at Texas Christian University.

Gregory Stephens

Larry Peters is professor of management at the Neeley School of Business at Texas Christian University.

Larry Peters

Martin Luther King Jr. was many things, but few would see him as a great model for business leaders.King exemplifies two types of organizational leadership vital to today’s business environment, according to Christopher Neck, associate professor of management at Arizona State University’s W. P. Carey School of Business, and his colleague Jeffrey Godwin of Saint Vincent College. They argue that King was a transformational and servant leader, and enterprises today would benefit greatly from adopting his techniques.When Neck and Godwin started using King as an example of leadership in class, their categorizations differed—Neck saw him as a servant leader, and Godwin saw him as a transformational leader.Transformational leaders articulate a vision, while servant leaders believe in empowering and developing people on an individual level. Both types of leaders aim to empower employees and improve performance, but the transformational leader focuses more on the organization as a whole, while the servant leader focuses more on individuals. Both paths lead to the same goal, and in the end, the two types have more commonalities than differences, Neck says. “If you care about employees first, they will work harder, and their performance will improve. At the end of the day, it’s all about the organization.”In his research on King, Neck found examples of both types of leadership. King had a vision and set a model for followers to emulate. His expectations were high, and he challenged people about their assumptions. But he was also patient, advocating nonviolence and cooperation. He promoted equality and fairness and helped individuals believe in themselves, realizing that personal motivation was the key to social change.In research published in the Journal of Leadership and Management, Neck and Godwin examined a particular phase of King’s career: the “Chicago Campaign” of 1966. To end housing discrimination in the area, King moved into an apartment in the city’s west-side slums and began working with the Southern Christian Leadership Conference (SCLC) and the Coordinating Council of Community Organizations (CCCO).In August 1966, King led about 700 people in a protest march through all-white neighborhoods in Chicago. Angry residents gathered, but King was not deterred. Working with the SCLC and the CCCO, he planned another march, this time in the white, middle-class suburb of Cicero. Worried town leaders met with King and other civil rights leaders to discuss the march. The civil rights groups agreed to cancel the march, and in exchange, the city promised to guarantee accessible housing to African Americans.City leaders, for the most part, failed to follow through on the pact. King, though bitterly disappointed and angry, was not a short-term thinker.“It was one cog in his strategy to bring attention to his vision,” Neck says. “Even if the organizational outcome failed, he didn’t fail from a servant leader perspective. He helped people believe in themselves. He brought people together and brought attention to achieving equal education and facilities.”Though the business world has changed tremendously since King’s day, his leadership style is more relevant than ever.In the past, workers often stayed with a company for 20 or 30 years, and authoritarian leadership was the norm. In today’s fast-paced business environment, “it would be hard for an autocratic, top-down leader to survive,” Neck says. The pension carrot is gone. Frequent job change is the norm, and employers have a tough time finding and retaining skilled workers. Routine tasks are automated, and high-performance expectations are the norm. Employees accept the pressure, but only if they feel their work is valued and has meaning.A transformational leader provides a vision that inspires workers to come together and rise to challenges. A servant leader empowers them to use their best skills and make independent decisions that ultimately benefit the entire company.

Martin Luther King Jr.: A Leader to Inspire Businesses

June 2021 - TD Magazine

This method can be the means to getting buy-in for major learning initiatives.

Strengthen Your Business Case With a Proof of Concept

Ashley Christian is the director of learning strategy at Caveo Learning, where she works with clients through a holistic approach to understand business goals, performance drivers, and culture to identify the unique and evolving learning needs of an organization. She's passionate about elevating the role of TD across the organization to become a trusted partner and advisor to the business, tackling complex organizational challenges, and designing impactful solutions. Ashley holds a B.S. in leadership and development from Texas A&M University, with additional studies in human resource development and business management, and is a past board member of Brazos Valley ATD. She is a self-described master puzzler and problem solver, questioner, adventurer, equestrienne, animal lover, triathlete, and proud mom. Ashley currently resides in Austin, Texas, with her husband and two amazing girls that keep her on her toes.

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