Dr. Ravinder Tulsiani's Blog: Ravinder Tulsiani Author

Navigating the New Realities: Data Security in Online Learning

In the expanding realm of online learning, with its reliance on digital platforms and resources, a critical challenge has surfaced alongside its growth - ensuring data security amidst rising cyberattacks. As educational institutions and businesses increasingly adopt digital learning, prioritizing the protection of sensitive data and fortifying learning environments against cyber threats has become a top priority.

The Surge of Digital Learning

The shift towards online learning, accelerated by the COVID-19 pandemic, has seen a significant rise in virtual classrooms, e-learning platforms, and digital collaboration tools. While this transition offers numerous benefits, it also exposes learners and institutions to potential data breaches and cyberattacks, now more frequent and sophisticated than ever.

The Imperative of Data Security

Data security in the context of online learning is crucial. It's not just about safeguarding information but about maintaining the integrity, confidentiality, and accessibility of data. Effective data security measures are essential to protect personal information, learning records, and intellectual property from unauthorized access or breaches.

The Evolving Threat of Cyberattacks

Cybercriminals are constantly refining their tactics, employing sophisticated methods like phishing, malware, ransomware, and DDoS attacks to exploit vulnerabilities in online learning systems. These attacks can lead to compromised data, interrupted learning processes, tarnished reputations, and substantial financial losses.

Building Robust Defenses

Addressing these challenges calls for a comprehensive strategy encompassing technological, organizational, and educational aspects. Technological defenses include firewalls, encryption, and intrusion detection systems. Organizationally, robust policies and governance structures are vital for data security management. Educationally, it is crucial to heighten awareness among all stakeholders about potential risks and preventive strategies.

A Practical Example

Leading corporations have effectively fortified their online learning ecosystems. They invest in advanced cybersecurity technologies, conduct regular security audits, and embed security protocols into their online learning infrastructures. These organizations also cultivate a culture of security awareness, ensuring everyone involved is informed, alert, and proactive in data protection.

The Path Forward

Looking ahead, the role of AI and machine learning in cybersecurity will become increasingly significant. Predictive analytics for threat anticipation and automated responses for real-time mitigation will be pivotal. Data security will evolve from a technical safeguard to a strategic component intrinsic to the creation, delivery, and consumption of online learning content.

Conclusion: A Shared Responsibility

Securing the digital learning space is a collective responsibility that demands the collaboration of technology providers, educational bodies, businesses, and learners. In this interconnected landscape, data security is a fundamental right and a joint obligation.

In an era where data is as valuable as currency and online learning is the norm, strengthening our digital learning spaces is not just about countering threats, but about nurturing trust, integrity, and continuity in education. Every effort to enhance data security is a step towards a future where learning is not only accessible, flexible, and personalized but also secure, resilient, and steadfast against cyber threats.

For more insights and to discover how you can stay ahead in the dynamic field of eLearning and instructional design, visit RavinderTulsiani.com.

Generative AI: Reshaping Tomorrow's Workplace

At the intersection of technology and human creativity, Generative AI emerges as a groundbreaking force. Its role extends beyond mere efficiency and automation; it's redefining the creation of new content and training materials, personalizing learning experiences, and turning workplaces into epicenters of innovation and customization.

Generative AI: The Palette of Endless Innovation

Generative AI, artificial intelligence systems capable of generating original content, is akin to an artist's brush on a canvas of endless possibilities. Whether it's authoring articles, crafting images, composing music, or designing intricate simulations, Generative AI is revolutionizing how we approach learning and development in the workplace. It tailors content to be dynamic and attuned to both individual learning styles and broader organizational goals.

Crafting Personalized Learning Journeys

A key triumph of Generative AI is its ability to forge personalized learning paths. Analyzing data on employee skills, performance, and preferences, it designs training that is far from one-size-fits-all. Each module and assessment is meticulously tailored to meet the unique aspirations and needs of the learner.

The Power Duo: Data and AI in Harmony

Generative AI's effectiveness is magnified when combined with data analytics. Data sheds light on skills gaps, opportunities, and emerging trends, which AI then translates into transformative, informative content. This partnership ensures learning is dynamic and evolves in real-time, aligning with both workforce needs and market changes.

Spotlight Case: Agile Adaptation and Innovation

Imagine a company spotting a new market trend requiring specific skills. Generative AI can rapidly generate training resources to upskill the workforce in these areas. This content, enriched with real-world data, case studies, and simulations, ensures practical and market-relevant learning experiences.

The Future: AI as a Collaborative Ally

Looking forward, Generative AI is set to become a collaborative force in the workplace, enhancing rather than replacing human creativity. Employees and AI will co-create, blending human insight with AI's precision and efficiency, crafting learning materials that are both innovative and bespoke.

Conclusion: Harmonizing Human and AI Efforts

The integration of Generative AI into the workplace signifies not just a technological leap but a cultural shift. It's about creating a symbiotic relationship between technology and humans, where collaboration and co-creation are the norms. Here, learning transcends mere consumption to become an act of creation, where paths are not only followed but also forged.

Generative AI is transforming workplaces into dynamic learning environments where everyone is both a learner and creator. Learning paths become fluid, content is ever-evolving, and every step forward is a stride towards a future workplace. Here, learning is as intuitive as breathing, as dynamic as the market, and as personalized as each learner's dreams and aspirations.

For more insights and to discover how you can stay ahead in the dynamic field of eLearning and instructional design, visit RavinderTulsiani.com.

The Evolution of Corporate Learning: Embracing User-Generated Content

The corporate learning environment is undergoing a significant transformation, with the rise of user-generated content marking a pivotal change in how knowledge and skills are developed and shared. This trend underscores a fundamental shift in perspective: learning is no longer a one-way street but a dynamic exchange, where every team member, regardless of their position, contributes to and benefits from shared knowledge.

Understanding User-Generated Content

User-generated content in corporate learning encompasses materials like articles, videos, podcasts, and other resources, created and disseminated by employees themselves. This marks a departure from traditional top-down learning methods to a more democratic and collaborative learning environment, where knowledge flows freely among all organizational levels.

Driving Forces Behind the Trend

Two major factors are fueling this shift: the widespread availability of digital technology and a culture that embraces collaboration. Digital platforms enable easy content creation and sharing, allowing employees to add to the collective knowledge base. Simultaneously, organizational cultures that prioritize diversity, inclusion, and innovation create spaces where every employee's voice and insights are acknowledged and valued.

The Transformative Impact

The introduction of user-generated content diversifies and enriches the learning landscape within organizations. Each employee's unique experiences and perspectives contribute to a more comprehensive, holistic, and enhanced learning experience.

Real-World Applications

Imagine an employee who devises a novel solution to a recurring problem. By sharing this solution through a video or article, the knowledge transcends individual confines, sparking wider discussions, further refinements, and innovative developments. This exemplifies the real, relatable, and impactful nature of user-generated content.

Looking to the Future

The integration of Artificial Intelligence (AI) and analytics is set to further enhance user-generated content. AI can help tailor and recommend content suited to individual roles, interests, and learning paths, while analytics can provide insights into the content's impact, engagement, and effectiveness, promoting ongoing improvement.

Conclusion: Weaving a Collective Wisdom

In summary, user-generated content is creating a rich tapestry of collective wisdom in corporate learning. This approach dissolves traditional hierarchies and fosters collaboration, transforming learning into a process of not just consumption but active contribution. It's a paradigm where every voice, insight, and experience contributes to the organizational learning fabric.

As organizations evolve, they are becoming vibrant ecosystems of continuous learning, innovation, and growth. In this era, every employee is empowered, every contribution is valued, and each step taken is towards realizing a future where learning is as diverse, dynamic, and democratic as the potential it aims to unlock.

For more insights and to discover how you can stay ahead in the dynamic field of eLearning and instructional design, visit RavinderTulsiani.com.

Extended Reality (XR) in Training and Development

In the realm of learning and development, a technological renaissance is unfolding, characterized by the integration of Extended Reality (XR) - encompassing Virtual Reality (VR), Augmented Reality (AR), and Mixed Reality (MR). This innovative amalgamation is not just enhancing the learning experience but is transporting learners to a world where the boundaries between the real and virtual are seamlessly blurred, offering an immersive, interactive, and impactful learning journey.

A Symphony of Realities

Extended Reality stands as a confluence where the physical and digital worlds meet. VR immerses learners in a fully virtual environment, AR overlays digital content onto the real world, and MR combines the elements of both, offering interactive and real-time engagements. In the context of training, XR is transforming traditional learning paradigms, making them experiential, engaging, and effective.

Immersive Learning Experience

Imagine a medical student practicing a complex surgical procedure in a risk-free, virtual environment, or a technician visualizing the intricate components of a machine through augmented overlays. XR makes these scenarios possible, offering learners an opportunity to explore, practice, and hone their skills in environments that are as close to real as possible, yet safe, scalable, and accessible.

Pedagogical Shift

XR is instigating a pedagogical shift. It’s moving learning from passive absorption to active participation. Learners are not just observers but are actors who interact, manipulate, and engage with content. This interactivity enhances understanding, retention, and application, making learning not just theoretical but practical and applicable.

Organizational Impact

For organizations, XR is a catalyst for efficiency, effectiveness, and excellence. Training programs infused with XR are not just cost-effective but are characterized by enhanced learning outcomes, reduced training times, and increased employee engagement. Companies like Boeing and Walmart are pioneering the integration of XR in training, exemplifying its potential to elevate learning experiences and outcomes.

Integration and Innovation

As we peer into the future, XR will become increasingly integrated with technologies like AI, machine learning, and data analytics. AI will personalize XR experiences, machine learning will enhance real-time interactions, and analytics will offer insights into learners’ behaviors, performance, and preferences, driving continuous improvement and innovation.

A Journey of Transformation

In conclusion, Extended Reality is not just a technological innovation but a journey of transformation. It’s about transcending the physical boundaries and entering a world where learning is limitless, experiences are immersive, and possibilities are infinite. In this world, every virtual environment, every augmented overlay, and every mixed reality interaction is a step towards a future where learning is not confined to books or classrooms but is a living, breathing, and evolving entity.

In the XR-infused future, learners will not just learn about the world but will step into it, interact with it, and transform it. Organizations will not just be centers of business but will become hubs of continuous learning, innovation, and growth. In this transformative odyssey, XR stands as a bridge that connects the present with the future, the real with the virtual, and the possible with the infinite.

For more insights and to discover how you can stay ahead in the dynamic field of eLearning and instructional design, visit RavinderTulsiani.com.

What Employee Turnover Really Costs Your Company���

​It’s one of the largest costs in all different types of organizations, yet it’s also one of the most unknown costs. It’s employee turnover.

Companies routinely record and report costs such as wages and benefits, Workman’s Compensation Insurance, utilities, materials, and space, yet most companies have no and report the cost of employee turnover. It can be much higher than you think.

How Much is it Costing You?

Several well-regarded studies have recently estimated the cost of losing an employee:

• SHRM, the Society for Human Resource Management, estimated that it costs $3,500.00 to replace one $8.00 per hour employee when all costs -- recruiting, interviewing, hiring, training, reduced productivity, et cetera, were considered. SHRM’s estimate was the lowest of 17 nationally respected companies who calculate this cost!

• Other sources provide these estimates: It costs you 30-50% of the annual salary of entry-level employees, 150% of middle level employees, and up to 400% for specialized, high level employees!

• Do a quick calculation: Think of a job in your organization where there has been some turnover, perhaps supervisors. Estimate their annual average pay and the number of supervisors you lose annually. For example, if their average annual pay is $40,000, multiply this by .125% (or 125% of their annual pay, a reasonable cost estimate for supervisors). This means it costs $50,000 to replace just one supervisor. If this company loses ten supervisors a year, then 10 times $50,000 equals $500,000 in replacement costs for just supervisors. This is the bottom line cost. The top line cost? If the company’s profit margin is 10%, then it costs $5,000,000 in revenues to replace these ten supervisors.

Do These Numbers Seem Unbelievable?

Here’s an actual calculation from a well-regarded organization in my community. The HR Manager of this human services organization (housing for disabled persons, sheltered workshops, etc.), estimated that 30 entry level people leave his organization on average every quarter.

This averages out to ten people per month. Let’s be extra conservative and shave SHRM’s estimate (see above) down to $3,000.00 to replace each employee.

This amounts to $30,000 per month, or $1,000.00 in employee turnover costs every day of the month! Annually, this totals $360,000.00.

Actual turnover costs are usually much higher than we think they are -- until we estimate them.

You may be thinking, “Some employee turnover is unavoidable, even desirable.” You’re right. Some turnover is necessary, to replace marginal or poor employees with more productive ones and to bring in people with new ideas and expertise. However, high turnover costs are both avoidable and unnecessary.

This is where companies need to focus their efforts. The goal is to retain valued performers while replacing poor ones.

Most companies group both types of performers together when looking at turnover. By doing so, they’re missing the cost and significance of replacing the good performers.

Why Don’t More Companies See This as a Costly Problem?

There are a variety of reasons this is not seen as a problem, all of which cost companies in expertise and dollars. How many of these occur in your organization?

1. No process is in place to tabulate costs. One survey found that only 44% of its respondents had a process in place to estimate turnover costs; 43% of companies relied on intuition, and 13% had no process at all. (1)

2. Costs are not reported to top management. It’s a business axiom that one of the best ways to get top management’s attention is to show them what something costs. However, most top management never gets to see turnover cost estimates because most companies don’t measure them -- or if they do, they don’t report them to top management.

3. It’s an inescapable cost of doing business. Except, it’s not! While some turnover is unavoidable and desirable, most turnover, especially among your better and top performers, is largely avoidable. Thinking that turnover is just a normal cost of doing business is the same quality of thinking which says that accidents are just an inescapable part of being in the construction business.

4. It’s an HR problem. While HR needs to be a key partner in reducing turnover cost, this is a strategic issue requiring top management’s attention and actions, in addition to HR’s efforts, to resolve it.

5. Costs are underestimated, and so they register less concern. If costs are underestimated because the organization doesn’t agree on or know what to measure, the statistics generated either register less concern than they should, or are disputed and held in disregard.

What Costs Need to be Fully Estimated?

A comprehensive program measures the following costs:

Exit costs
Recruiting
Interviewing
Hiring
Orientation
Training
Compensation & benefits while training
Lost productivity
Customer dissatisfaction
Reduced or lost business
Administrative costs
Lost expertise
Temporary workers

There needs to be advance agreement among Human Resources, Finance, and Operations as to which cost measures will be considered valid. Then, it has to be measured and reported.

6. Waiting until there’s a crisis. I was amazed when the executive director of one organization told me she knew that one of her capable managers was unhappy, but decided it wasn’t necessary to take action because she hadn’t received a letter of resignation yet.

Prevention is what works best. Begin to measure your turnover costs and, very importantly, look at who is leaving so you’ll know if you’re retaining your best people.

The time to do this is now. Waiting until there’s a crisis to take action limits your options and success rate. It also often triggers the common response of offering more money to get someone to stay, instead of fixing the original problem.
Why Do So Many Retention Efforts Fail?

These are among the most common reasons company retention efforts fail, even when they’re implemented by capable people.

1. No assessment, so ineffective solutions are chosen. In their hurry to correct a costly problem, companies often forgo conducting a relatively brief and cost-efficient assessment in order to correct the situation faster. However, implementing a solution without diagnosing who is leaving, and why they’re leaving often results in solutions that are incapable of solving the root causes behind turnover.

Diagnosing the reasons behind turnover always pays for itself. Don’t start without an assessment.

2. Implementing too many solutions instead of the most effective solutions. Managers often brainstorm a number of plausible solutions, then implement many of them -- especially those favored by top management. However, what is most needed is to select and implement a limited number of solutions which will be most effective at solving the problem. Implementing too many solutions, even good ones, will diffuse your resources and weaken your efforts and success.

3. No way of measuring success to know what works. How do you know which retention solutions you’ve implemented are working effectively and which aren’t, where you need to make refinements, and what strategies you need to drop if you don’t have a way of measuring your results?

How Do We Do a Better Job of Retaining Employees -- Especially Our Most Valuable Ones?

First, rank your employees in three categories: best performers, middle performers, and lowest performers. Your objective is to retain your top performers; develop and retain your middle performers, turning them into near-top or top performers if possible; and potentially replace your lowest performers.

Second, agree internally on the measures you’ll use to calculate turnover costs. Be certain you’re taking all costs into consideration. Most organizations greatly underestimate them.

Third, report turnover costs to top management on a monthly, quarterly, and annual basis.

When turnover costs are unacceptably high, or higher than your industry’s average, do an assessment. Find out who is leaving and why they’re leaving. Exit interviews can help you find out why.

You need to know if it is your top, middle, or lowest performers who are leaving so you can gauge the expertise level leaving your organization. You’re obviously going to employ (and pay for) different strategies if your top performers are voluntarily leaving, compared to middle or lowest level performers.

Develop solutions capable of solving the problems you uncover, and only implement a limited number of them.

Measure the success of your retention efforts, and refine them.

Two Very Key Strategies to Save a Large Amount of Time and Money.

Very key strategy # 1: Don’t wait until turnover costs become unacceptably high before you implement an ongoing retention program. Put a retention program in place before you have crisis situation. You not only must find out why employees leave your organization, you must also find out why others stay.

Very key strategy # 2: Survey your top performers now in order to find out what keeps them there, why they might leave, what type of competitive offers they may find attractive, and what they need to be happier and more productive in their jobs. You’ll do a better job of keeping them (along with their expertise and value). You’ll also find out highly beneficial information about improvements your organization needs.

This means driving improvements in your organization by what your best people tell you, instead of focusing on taking care of the ever-present complainers in every organization.

Just How Valuable are Retention Efforts? One source estimated that a 10% reduction in employee turnover was worth more money than a 10% increase in productivity, or a 10% increase in sales!

Retain and gain.


​AUTHOR INFORMATION

Ravinder Tulsiani is a Lean Six Sigma practitioner and the Author of the #1 BESTSELLER: “Your Leadership Edge”, an innovative step-by-step leadership training program that will help you develop a highly engaged and super-charged workforce... get your copy at http://www.yourleadershipedge.ca.

Transfering Tribal Knowledge

The day is finally here! The day that one of your best employees have been working toward their whole life: retirement. They have spent most of their years using a little bit of elbow grease to make your company thrive. Implementations of processes, problem solving strategies, and organizational plans proudly have their name on them. They have become your ‘go to person’. Now it’s time for them to pass the baton to someone else. But wait, who will receive the baton and will they keep up with the success they have created?
The issues that this scenario poses is becoming more prevalent today as large number of the baby boomer generation begin to retire, companies are scrambling to bridge the gap between the millennials’ inexperience and the retiring expert worker. These retiring employees contain a vital component to the function of most companies: deep smarts. Deep smarts is a type of knowledge that can only be obtainable through experience. The day-to-day of their job becomes second nature for them and can be very difficult to verbalize this type of knowledge, therefore unfolding the multi-leveled issues that affect the financial, competitive, and organizational aspects of a company when these employees are gone.
An effective strategy to implement involves varied components that would be ignited prior to the retirement stage of employees.
Allow impending retirees to assist with candidate searches
A tough as nails work ethic and company loyalty were ways of life that were embedded into the baby boomer generation. Potential candidates for the position from a different generation, specifically the millennials, are wired differently with regards to work ethic and general work practices. Some of the more traditional ways of thinking through certain processes at work are not shared between these generations. Therefore, taking the time to allow impending retirees to express input during the search process would benefit the company greatly in that they are able to utilize their employee’s discernment as another filter for the hiring process.
Invest time into less experienced employees
The main reason companies are facing these issues that are detrimental to their success is because they are losing the only person who can do that job effectively. A method to lessen the pressure of finding their replacement would be to hire young aspiring workers with a desire to become a leader in their industry and have them develop a mentoring type relationship through internships, co-ops, and hands-on learning. In order for this upcoming generation to become successful leaders of the workforce, they need to get their hands dirty and work side by side our current leaders.
Assess and modify
Not all companies are created equal and what works for one may not work for another. Maybe it’s a battle to get retiring employees involved with interviews or maybe a particular internship was a disaster. Look at how your employees respond to these situations and how it affects the progress of your company to make modifications in hopes of the transfer of tribal knowledge.
AUTHOR INFORMATION
Ravinder Tulsiani is the Author of the #1 BESTSELLER: “Your Leadership Edge”, an innovative step-by-step leadership training program that will help you develop a highly engaged and super-charged workforce... get your copy at http://www.yourleadershipedge.ca.

���3 Keys to Training Effectiveness

There are three things that determine the effectiveness of training:
Leadership. Gain management support before scheduling any training program. Any training program will be more successful if management supports it. Always involve top executives in planning your workshops. Ask them to attend. Recommend follow-up sessions to review the material covered in the workshop. If management doesn't value and support the learning, training effectiveness is almost guaranteed to suffer.Individual. Learners buy-into the value of the training and start applying it in their daily work so that it sticks and they remain engaged in the new way of doing things.Training Professional. Effectiveness of training is determined by the design and delivery of the training. That means, the instructional design process focuses on aligning the training to ensure learning objectives are met; and the facilitator creates a safe learning environment that is highly engaging.AUTHOR INFORMATION
Ravinder Tulsiani is the Author of the #1 BESTSELLER: “Your Leadership Edge”, an innovative step-by-step leadership training program that will help you develop a highly engaged and super-charged workforce... get your copy at http://www.yourleadershipedge.ca.

6 Steps to Effective Communication

Distinguish yourself as an effective leader by applying these six communication skill strategies. In fact, these strategies are so powerful, they even work at home.
Effective leaders are known for being excellent communicators. Here's what to do.
Avoid "No", "Can't" or "Won't" and any other negative words. Negative talk encourages arguments and hinders problem resolution by redirecting focus. It also creates a negative impression. For example, when you say, "I can't," you appear helpless and ineffective. Instead, focus on the positive by focusing on what you can do.Deal with impossible requests by 1) acknowledging the request, 2) empathizing with the other person's feelings, 3) saying, "I wish I could fix it." and 4) suggesting a reasonable alternative." For example, imagine that you work at a resort and it is raining. A guest walks up to you carrying a golf bag, slams it against your desk, and shouts, "This place stinks! I spent thousands of dollars coming here and it's raining." You respond by saying, "You're right it's raining. And I know how upsetting it must feel to travel this far and be stuck inside. I wish I could make it stop. In the meantime, you may want to visit our indoor putting center. Our golf pro is offering instructions this afternoon."Deal with difficult requests by 1) affirming your willingness to help and 2) asking the other person to help you plan a solution. For example, if your boss asks you to start another project, you could say, "I understand you want me to start a new project. And right now I'm working on another project. To help me set my priorities, I wonder which one you want me to finish first."When possible, offer choices that show the consequences of different options. This allows the other person to choose both the process and its impact. For example, you can say, "That's a great idea. And there are different ways I can meet your request. We can use our existing supplies, which are free, or we can buy custom materials, which will cost $500. Which option would you prefer?"Deal with complaints by asking the other person to describe a fair settlement. You can say, "What do you want?" or "What would you consider a fair solution to this?" or "What would make you happy?" A smile significantly affects how you sound. It also makes you more approachable. When you frown, other people hear anxiety, caution, fear, and rejection. A smile (or at least a pleasant expression) encourages open communication.AUTHOR INFORMATION
Ravinder Tulsiani is the Author of the #1 BESTSELLER: “Your Leadership Edge”, an innovative step-by-step leadership training program that will help you develop a highly engaged and super-charged workforce... get your copy at http://www.yourleadershipedge.ca.

All You Need To Know About Business Leadership

​Attributes to great leadership is already within all of us, what we need to do is identify these key characteristics and hone in on them. Here are some basic tips to help you become a great leader.

THANK

Say thank you to your employees. Many studies have been done on the power of a thanks given from a manager to his or her employees. It increases productivity, often by a lot. Just a little graciousness really can help extend your power as a leader, so be active about it.

DELEGATE

Learn how to delegate and focus on supporting your employees. Work on being inspiring and encourage those around you. Instead of micro-managing, work on getting the most out of your team's potential by delegating and empowering your people. Tell them what to do, rather than how to do it. Then, get out of their way and let them do it.

PERSIST

Tenacity is an important quality in a good leader. When you have things that go wrong, your team will look to see how you react. You have to focus on the goals despite all of the obstacles. Your persistence will give the group all they need to become motivated.

BUILD TRUST

Give people reasons to trust you. As a leader, it's important that you are trusted. When that happens, people are more likely to follow you and to do what you ask of them. Make sure you keep your word, and say what you truly think. People will respect you, trust you and follow you.

ACTION-ORIENTED

Being a leader means taking action. It doesn't matter how many good ideas you have if all they ever do is take up space in your head. Develop a plan and put your idea into action. Focus on the outcome you would like to achieve and focus your energy on making it happen.

GIVE INCENTIVES

Give incentives for well done work. Sure, everyone is getting paid, but an incentive can be a great motivational tool. When employees exceed expectations, make sure you offer praise and a reward. Top leaders don't penny pinch on this.

COMMITMENT TO PERSONAL GROWTH

Real leaders are willing to learn. Many great leadership skills don't just occur from a sudden flash of insight or a great epiphany. Great ideas can come to anybody, but good leaders study. Try reading some books on how to be a good leader, going to seminars, and talking to colleagues to see what works best for them. It can take a long time, but the more knowledge you have about proper leadership skills, the better yours can become. Adopt an eternal attitude of learning. While this article has great tips in it, there's always something more to learn. Business changes and evolves and you need to keep up with it. Always be reading books, newspapers and blogs. If possible, attend classes and workshops. Those are chances to learn and network.

HIRE THE RIGHT PEOPLE

Good leaders hire good people to work for them. If you refuse to hire individuals that you fear may become competition, you undermine your own chances for success. Search out people who are as passionate about your industry as you are and encourage their problem solving abilities and reward their successes.

MAINTAIN OBJECTIVITY

If you are the leader of a business, you should never let your personal opinions get in the way of how you do business. For example, never pass somebody up for a promotion simply because you do not like them. If they deserve to advance, you should set your feelings aside and make it happen. Leadership is not only something each person is born with but skills that must be attained and skills that must be honed. You don't want to ever think that you have it all down. Instead, practice what has been given to you, and always look for other things that can help you.

NEXT STEPS

Check out my book: "Your Leadership Edge". It's an innovative step-by-step leadership training program that will help you develop a highly engaged and super-charged workforce... http://www.yourleadershipedge.ca.

​Author Information: Ravinder Tulsiani has over a decade of experience in training and management development. Tulsiani’s expertise has been cited and sought out on a number of major networks, such as CNN, The Wall Street Journal, Bloomberg and FOX. Tulsiani teaches leadership at his own consulting firm, Training EDGE. Effective Leadership, Manager’s Guide to Workplace and Safety, and Time Management in the Workplace are all books also penned by Ravinder Tulsiani.

How to Develop an Effective Corporate Learning Strategy

This article has been selected to be published by ASTD Press. As per their requirements, I am removing this from this site. Here is the direct link to the article on their site: http://www.astd.org/Publications/Blog...