Remove Coaching Remove Knowing Doing Gap Remove Personalization Remove Roles
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Supercharge your learning programs with follow-up coaching

CLO Magazine

Bridging the knowing-doing gap. We realized that to bridge the gap between what people knew — all the good advice and tools they had learned — and what they did with this knowledge, people needed more support. We recommend enrolling participants into a minimum of three coaching sessions after a training or workshop.

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Unleash Life Sciences Field Rep Potential with the Performance Matrix

PDG

The Knowing/Doing Gap: Tackle the Challenge Like a Boss Before we dive into the nitty-gritty of the Performance Matrix, let’s first talk about a universal challenge known as the Knowing/Doing Gap. As a sales leader, it’s your job to bridge that gap for your team.

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Optimizing Teams for Best-In-Class Sales Performance

PDG

Second, it diminishes the opportunities for coaching. According to a recent study, 73 percent of sales managers spend less than 5 percent of their time coaching. Coaching is a critical aspect of sales development and is critical to talent development and performance. A Players know what to do and do it every time.

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Learning Vs. Performance -- The Dichotomy

ID Reflections

It’s rapidly becoming evident that training will increasingly have a tiny role to play in workplace learning and performance. In this context, a discussion with a friend led me to the video on Knowing-Doing Gap by Bob Proctor. Some further research into the Knowing-Doing Gap led me to his website: [link].

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Free L&D webinars for July 2019

Limestone Learning

Over her career, she’s successfully produced events, created/delivered presentations to groups of 2 to 2000, managed people and projects (local to enterprise), designed/produced and facilitated learning (digital, virtual, live), led a Human Resources department, and coached students, professionals, and entrepreneurs.

Free 60
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Free L&D webinars for September 2018

Limestone Learning

Tuesday, September 4, 2018, 9AM – 10AM PT: Content Authoring Strategies That Save Enterprises Both Time and Money Without the ability for managers to personally check in with every single employee, global enterprises need compelling eLearning so that dispersed workforces can meet their training requirements. Reza Rahmani and Glenn St.

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