As with almost every aspect of life, organizations and their employees inevitably
encounter changing conditions that they are powerless to control. Change comes from all angles: new technologies, the changing face of the workforce, new and sophisticated security threats and of course, administration change. Unfortunately however, all too often change is viewed as a negative element of everyday life, and is met with emotions including fear, uncertainty, distrust, and frustration.

Despite the growing pressure on training organizations to deliver tangible and measurable results, a vast majority of companies cannot quantify the behavior change, business impact, and ultimate ROI of their initiatives. Add to this, the challenge of creating an ROI for a Leadership program and results get even more elusive. This study not only measures ROI results for a leadership development program, but also uses these findings to compare ROI across various delivery modes.

Every year the US Navy selects over 3000 First Class Petty Officers to become Chief Petty Officers (CPOs). Often referred to as the ‘backbone’ of the Navy, CPOs are an essential part of the naval leadership team. And leadership training is a vital part of the CPOs learning continuum.

In the increasingly competitive insurance industry, Standard Insurance has a proven, 100-year track record of successfully serving customers. In 2006, the organization recognized an opportunity to invest in and develop its leaders and employees in order to drive performance, productivity and efficiency. Previously, the organization had sponsored various management development initiatives that were isolated occurrences and activity-based events. In 2007, they established a standardized Management Development Program (MDP) designed for all levels of managers.

This case study illustrates how EquiFirst Corporation, a premier national lender, accelerated organic learning to maximize the strengths and potential of its existing managers throughout its global organization.

EquiFirst’s commitment to leadership development was first demonstrated through its creation of a position (and ultimately a department) that focused solely on talent management. By increasing the awareness of the signifi cance of leadership development among senior executives, the company was able to:

• Dr. Stan Boddie, Professor of Systems Management, Information Resource Management College, NDU

• Kevin Lawson, Branch Chief, Applications Development Branch, TSA

• Tony Mitchell, Vice President, Federal, Ninth House

• James Trinka, Director, Training and Technical Development, FAA

• Dr. W. Stan Boddie, PMP, CISSP, Professor of Systems Management, Information Resource Management College, NDU
• Byron L. Cherry, Ph.D. former COL Byron Cherry, Chief, C4/IT Investment Strategy, HQDA CIO/G-6, CEO, Succeed to Lead

Ninth House, Inc., the leadership solutions company, today announces that it has been selected as a Learning Leader for Vendor Innovation by Bersin & Associates, the only research and advisory firm solely focused on What Works in enterprise learning and talent management.

What happens when you combine the resources of two companies aimed at helping leaders excel? You get the partnership of Succeed to Lead (STL), LLC and the Government Technology Research Alliance (GTRA). “We’re excited about the partnership and the opportunity to work with such a world class organization as the GTRA,” said CEO Dr. Byron L. Cherry. “Our goal is to help senior executives become the best leaders they can be.

TSA and DoD Executives discussed Monday the importance of managing change and how it impacts the success of an organization during the opening Keynote address at the Government Technology Research Alliance GTRA Symposium. Kevin Lawson, Branch Chief, Application Development Branch, Transportation Security Administration (TSA), and Susan Alexander, Chief Technology Officer, Information Assurance, Department of Defense discussed new initiatives and best practices among an audience of executive-level government and industry peers.

• Kevin Lawson, Branch Chief, Applications Development Branch, TSA

• Darren Ash, CIO and Deputy Executive Director for Corporate Management, NRC

• Dr. W. Stan Boddie, PMP, CISSP, Professor of Systems Management, Information Resource Management College, NDU

Every year the US Navy selects over 3000 First Class Petty Officers to become Chief Petty Officers (CPOs). Often referred to as the ‘backbone’ of the Navy, CPOs are an essential part of the naval leadership team. And leadership training is a vital part of the CPOs learning continuum.

With its primary focus on business results and return on investment, American Express once again takes center stage and pioneers the research on how to most effectively deliver best-in-class training for its global population of people leaders. While companies all over the globe are scrambling to offer their employees a variety of training media, there exists little, if any, research to support their ultimate investment decisions.