1. Strategic Account Manager AchieveGlobal Overview for
For more information please contact:
Marisa Cioffi
State of CT Relationship Manager
Office:
Cell:
STATE OF CONNECTICUT
Marisa Cioffi
Strategic Account Manager
Dr. Linda Moran
Executive Consultant
AchieveGlobal Overview for
State of Connecticut
March 16, 2007

2. AGENDA AchieveGlobal Key Differentiators
Walkthrough of AchieveGlobal Offerings
Descriptions of key programs
Stellar Implementation Process
AchieveGlobal Reinforcement and Measurement
Application of e-learning today and tomorrow
Wrap-up

3. Getting to know one another
Name
Current Role
Length of time working for the State of CT
What have you learned about yourself since you started working at the State of CT?
What are your expectations for today?

4. What Differentiates AchieveGlobal?
Training & Consulting Global Leader
80+ Years of Experience
Clients Include 80+% of Fortune 500
Industry & Government Experience
Methodology/Research/Thought Leaders
Blended Learning Solutions
Custom/Tailoring Capability
Implementation, Measurement, Reinforcement
Hundreds of Expert Resources & Delivery
Financial Strength – Owned by Informa PLC
Culture Fit
Kaset Int’l
Learning
Int’l
Zenger Miller

5. Strategy to Results through People
I know…I care…I can… = I do
Results
Define
Direct
Develop
Deliver
Sales Effectiveness
Grow Revenue
Who does it.
Executive Team
Sr. Leaders Steer Comm.
Managers
Individual Contributors
Create Mission, Vision, Values
Define Strategies
Define Value Proposition
Define Go-to-Market Strategy
Determine Organizational Structure
Establish Goals and Objectives
Communicate
Establish:
Plans
Budgets
Systems
Expectations
Secure/Commit Resources
Put in place:
Performance Management
Selection Process
Training Plans
Consequences
Communicate
Get Team on Board
Coach before, during and after
Assess skills and gaps
Manage performance
Communicate
Commit to new Culture
Quickly Acquire & Apply
Awareness
Knowledge
New Skills
Leadership
Development
What needs to get done.
What Gets Measured
Increase Revenue
Demonstrate new culture
Increase in Market share
Timeframe by year end
Consulting Services Workshops Training Consulting Services
Skill Continuum
Clarify • Assess
Plan
Implement
Evaluate Sustain

6. Systemic Approach: The Learning Formula
Resource
Guide
Prework
(Opening Exercises)
Application Kit
Follow up
Skills
Practices
Job Aides
Measurement Instruments
2-day Workshop

7. Frontline Managers and Individual Contributors
Achieving Results Through Genuine LeadershipTM
CONSULTING SERVICES
Executives
Define
Clarify
Plan
Measure
* New Change Management offerings for each level of the organization by end of Q2 2007
Senior Managers
Direct
Bridging Strategy to Outcomes
Transforming Vision
Coaching Others for Top Performance
Accelerating Team Productivity
Frontline Managers
Managing the Performance of Others
Maximizing Your Supervisory Potential
Develop
Leading Meetings
Leading Change*
Working Through Emotions & Conflict
Workload Management
Connecting with Others: Listening & Speaking
Navigating Change*
Frontline Managers and Individual Contributors
Deliver
Problem-Solving Results: Solutions, Improvements, and Innovations
The Principles and Qualities of Genuine Leadership
WorkSkills: Steps to Your Success
commitment >> assessment & measurement >> knowledge acquisition >> skills practice >> application >> reinforcement

8. Achieving Stellar Service® Experiences
Executives
Define
CONSULTING SERVICES (strategic)
strategy
Clarify Plan Measure
Senior managers
Direct
LEADING FOR STELLAR SERVICE® (organizational)
resources to transform the vision to action
COACHING FOR STELLAR SERVICE® (supportive)
Managers
Reaching for Stellar Service®: Coach’s Version
Developing Others for Stellar Service®
Giving Constructive Feedback for Stellar Service®
Recognizing Others for Stellar Service®
Develop
others
CREATING STELLAR CUSTOMER RELATIONS® (foundational)
MEETING THE CHALLENGE
OF STELLAR SERVICE® (situational)
SELLING THROUGH STELLAR SERVICE® (incremental)
All employees
Deliver
Reaching for Stellar Service®
Caring for Customers®
Healing Customer Relationships®
Dazzling Your Customers®
Guiding Customer
Conversations®
Serving a World of Customers®
Teaming Up for Seamless Service®
Guiding Customer Conversations®
Expanding Customer Relationships™
organizational results
commitment >> assessment & measurement >> knowledge acquisition >> skills practice >> application >> reinforcement

9. Achieving Superior Sales Performance™
Strategy Clarification
Executives
Define
Clarify
Plan
Measure
Senior Managers
Direct
Sales Process Definition
Exec Communications
Frontline Managers
Professional Sales Coaching™
Develop
Sales Performance Tool Kit™
SALES CALL MANAGEMENT
Professional Selling Skills™ System
ACCOUNT MANAGEMENT
Frontline Managers and Individual Contributors
Deliver
Professional Teleselling Skills™
Winning Account Strategies™
Successful Sales Through Service™
Professional Sales Negotiation™
MARKET MANAGEMENT
Selling in a Competitive World™
Time Management for Salespeople™
Professional Sales Presentations™
Professional Prospecting Skills™
commitment >> assessment & measurement >> knowledge acquisition >> skills practice >> application >> reinforcement

10. Most Implementations Have Problems
I Know
I Care
I Can
Clear Vision
Compelling reason for change
Leaders demonstrate commitment
Value
to the
Individual
Knowledge Skills
Processes Systems
It’s Successful
It’s not permanent
Compelling reason for change
Leaders demonstrate commitment
Value
to the
Individual
Knowledge Skills
Processes Systems
It’s not urgent
Leaders demonstrate commitment
Knowledge Skills
Processes Systems
Clear Vision
Value
to the
Individual
It’s not important
Compelling reason for change
Value
to the
Individual
Knowledge Skills
Processes Systems
Clear Vision
It’s not worth it
Compelling reason for change
Leaders demonstrate commitment
Knowledge Skills
Processes Systems
Clear Vision
It’s not possible
Compelling reason for change
Value
to the
Individual
Leaders demonstrate commitment
Processes Systems
Clear Vision
It’s not effective
Compelling reason for change
Knowledge Skills
Value
to the
Individual
Leaders demonstrate commitment
Clear Vision

11. Stellar Implementation Process™
Select Skills
Validate
Plan
Execute
Evaluate
AchieveGlobal defines “Implementation” as “the transfer of skills to the learner”.
The Stellar Implementation Process will help State of CT achieve its goals in three phases:
Plan the transfer of skills.
Execute the plan.
Evaluate the transfer of skills and execution of the plan.
While each phase generally begins after start of the previous phase, the process may flex to suit specific needs and circumstances.

12. AchieveGlobal Reinforcement and Measurement
AchieveGlobal Resource Center tools
Trainer, Manager or Participant Led
Follow-up Skills Practice, Refresher sessions
Applications Sessions: Reminders, quotes, puzzles, self-surveys, communications
Individual development plans
Just in time planners
Suggested activities and readings
Web Modules
Knowledge & Skills reinforcement
Testing included
Administrator Reporting
Measurement Tools – Four Levels
Level 1 Measurement – Evaluation Forms (Included)
Level 2 Measurement – Mastery Tests (Included)
Level 3 & 4 (Consulting)
Train – the - Trainer

13. Looking at effective training for today and tomorrow
Application of E-Learning

14. Keeping Track of Training Trends
[The following discussion must be updated each year with new trends reports from AG’s Research Group.
State of the Industry Reports are published in October and November of each year.]
TRAINING TRENDS DISCUSSION (10 MINUTES)
SAY: 5 ISSUES consistently surface = most critical in both ’05 & ‘06:
LEADERSHIP AND MANAGEMENT TRAINING = #1 content-related topic according to
CLO Magazine’s 2006 Training Industry Survey. This reflects an improving economy and expansion of businesses.
(now as baby boomers are about to leave the workforce, 44% about to retire – what that means is coming off of 2 decades of shutting down management from the 80’s on with the downsizing, etc., no management skills so now in management position – this is where the deficit of skills due to shifting out mid-line managers)
2. “Some large organizations will OUTSOURCE the training function. This
WILL NOT become a mainstream approach”
(this was believed to be prevalent, major companies did some outsourcing – not a major trend across industries)
3. INSTRUCTOR-LED TRAINING IS NOT GOING AWAY
LIVE (SYNCHRONOUS) elearning is increasingly prevalent.
Informal (just-in-time, or embedded) training is moving into workflow with the adoption of Electronic Performance Support Systems. (EPSS – has been on the drawing board, finally come of age due to technology advancements.)
(remains the delivery method with the greatest impact, although e-learning is the biggest growth area, needed to learn how to make room for this delivery method, it is not a replacement for some skills – such as leadership/management)
ROI calculations are considered VAGUE at best; more emphasis on analytics, performance dashboards, impact studies, and needs assessments.
(less attention to ROI, chasing the white rabbit – now attention is shifting to dashboards, analytics;)
5. SUCCESSION PLANNING is #2 behind Leadership and Management Training in CLO Magazine’s 2006 Training Industry Survey.
MUST identify top performers and initiate mentoring programs to capture valuable institutional knowledge before it’s lost to retirement. (Boomers = 44%)
(millennium learners – insulted with mentors coming ahead, not now)
Keeping Track of Training Trends
Leadership and Management Education
Largest single program area of spending.
Top priority for one-fifth of all training organizations.
Training Outsourcing
Outsourced design of traditional training rose from 35% in 2004 to 38% in 2005.
The Business Intelligence Board of CLO Magazine predicted more growth in 2006.
Instructor-Led Training (ILT) vs. eLearning
ILT remains the delivery method with the greatest impact.
Biggest growth area for eLearning is in live (synchronous) learning.
Measurement
More attention on analytics and impact studies.
Less attention on ROI.
Succession Planning
“Once the current generation leaves the workforce, corporate America will have few highly skilled leaders with the adequate knowledge to lead businesses in this global market.”
[SOURCE: Training Trends 2006, AchieveGlobal Research Group, AchieveGlobal, Inc., April 2006]

15. Generations in Today’s Workplace
The Silent Generation/Veteran – 1942
(Martin Luther King, Jr., Woody Allen, Sandra Day O’Connor, Martha Stewart)
The Boomer Generation – 1960
(Hillary Clinton, Janis Joplin, Bill Gates, George W. Bush)
Generation X – 1981
(Tiger Woods, Tom Cruise, Brooke Shields, Winona Ryder)
The Millennial Generation/Gen Y/Nexter – 2002
(Anna Paquin, Danica Patrick, Lebron James, Michael Phelps)
READING AND DISCUSSION (8 MINUTES)
WORKBOOK PAGE 26: “Closing the Generation Gaps.”
READ: ALLOW 2 minutes
Say: Adult learners share many characteristics:
They tend to be goal-oriented.
They are often autonomous and self-directed.
They use their knowledge from experience to filter new information.
Yet there are generational differences to take into account as well.
Ask: What generational learning differences have you experienced in training sessions?
Take several responses and discuss what happened.
Transition: These differences can lead to clash points if we’re not cognizant of them. Let’s see an illustration now.
[SOURCE: Generations: The History of America's Future, 1584 to 2069, Neil Howe and William Strauss, Reed Business Information, Inc., 1992]

16. Industry Predictions Trends
INTEGRATION: Direct Delivery and Technology
BLOGS
WIKIS (
PODCASTS
Say: Our Research Group found several interesting PREDICTIONS: __________________________________________________
[Bersin & Associates:] Brandon Hall:]
As integration is made easier, the use of live, elearning will continue to grow.
Trainers need to become comfortable with delivering Webinars, and other ways of integrating technology with direct delivery.
___________________________________________________________
[The ADVENT of tools like:
BLOGS – journals on Internet
WIKIS – – user-driven and peer-reviewed
PODCASTS – downloaded sound bites to review in your own time
makes it easy for anyone to publish training content without being a
programmer.
______________________________________________________________________________
On WORKBOOK PAGE 8: There is a SUMMARY of trends discussed.
TRANSITION: Let’s explore SOURCES for TRENDS AND PREDICITONS.

17. Brandon Hall identified 3 top priorities:
Linking training Critical to Success
Brandon Hall identified 3 top priorities:
1 - Link training to the business
2 - Implement a Learning Management System
3 - Support major business initiatives
1 - Link training to the business.
2 - Implement a Learning Management System.
3 - Support major business initiatives.
SAY:
Linking training to business goals, strategies, and initiatives is critical to organizational success. We must be considered strategic partners in the organization; instrumental in the upfront planning process, not just the back-end implementation process.
At the strategic level, usually the responsibility of an organization’s Chief Learning Officer (CLO), or someone with similar management title. (VPHR, DIR DEV)
ASK: Does your organization have a CLO?
Who in your organization is responsible for making sure training is linked to the business at the strategic level?
SAY: At the tactical level, we all have some control or at least influence, in linking training to the business issues.
For the next few minutes we’ll consider both strategic and tactical ways to make those links and why it’s become so critical.
NEXT: Recently, IBM + ASTD PARTNERED on a STUDY to investigate the mindset of CEOs regarding training compared to CLOs:
Interesting findings related to making the link between training and organizational goals…

18. Implementation Flexibility COMMIT ASSESS ACQUIRE DEVELOP APPLY
Classroom Centered
Web Centered
LIVE: Real Time
CLASSROOM
COMMIT
to learn
create the mindset
LIVE: Real Time
CLASSROOM
and
and
A synch
Online
A synch
Paper or PDF
ASSESS
current performance
baseline for measurement
A synch
Online
A synch
Paper or PDF or or
CLASSROOM
ACQUIRE
the knowledge
basis for skill development
A synch
Online
How we can support whatever implementation plan you need
CLASSROOM
DEVELOP
competence
practice to master skills
CLASSROOM
LIVE: Real Time or
APPLY
skills & behaviors
sustain improvements via application & reinforcement
LIVE: Real Time
LIVE: Real Time
A synch
Online
A synch
Paper or PDF
A synch
Online
A synch
Paper or PDF

19. Classroom - Centered Path
Implementation Flexibility
Web - Centered Path
Centerpiece is asynchronous on-line knowledge acquisition training (phase 3)
Critical need for real-time skills practice is addressed buy the same live follow up as in the classroom
Classroom - Centered Path
Centerpiece is the live classroom experience covering all phases of the Learning Formula
Participants reconvene later for asynchronous content reviews, self-assessment and application tools

20. Evaluating Learning Methods
Basic Strengths & Weaknesses of each Delivery Method
Delivery Method Primary Strength Primary Weakness Relative Cost
Instructor-Led
Interaction between instructor and participants
Everyone must be in same location; limited scalability
High
Video
Conferencing
High quality video and audio presentation
Needs dedicated connection; usually one-way interaction
Medium-High
CD-ROM
Strong multimedia; good interactivity with course
No trainer-student interaction; requires multimedia PC
Low
Asynchronous
Web-based
Available anywhere and anytime; good tracking of activities
User experience highly dependent on connection speed
Low-Medium
Synchronous
Web-based
Live interaction without requirement of same location
Fast connection needed for quality experience
Medium-High

21. Selecting Learning Methods
Location Dependent No
Yes
Asynchronous
Web-based
Training
Asynchronous
Computer-based
Training No
Time Dependent
Synchronous
Web-based
Conferencing
Classroom
Training
Yes

22. E-learning Technology Capabilities: Off-the-Job
Off-the-job synchronous
Synchronous web-based training
Team meetings and “shift starters”
Games and simulations
Conference calls
Off-the-job Asynchronous and Self-Paced
Web-based training modules
Collaboration tools (such as wikis, shared documents and threaded discussions)
Off-the Job Asynchronous but not self-paced
Fixed start/end points (video/audio recordings)

23. E-learning Technology Capabilities: On-the-Job
On-the- Job Asynchronous and Self-Paced
Learning on demand (e-learning reinforcement modules, white papers)
On-the-job Synchronous
Subject-matter experts, coaches and mentors (instant messaging, and other remote devices

24. Six Reasons Technology Fails in Performance Improvement Initiatives
Technology Pitfalls
Six Reasons Technology Fails in Performance Improvement Initiatives
Improper Learning Strategy
Improperly designed or delivered
Stakeholders not “on board”
Poor support infrastructure
Poor learner buy-in
Poor workflow integration

25. E-learning Today Major strides being made
Classroom training remains critical for mastering communication skill development
On-line learning works for knowledge acquisition and reinforcement

26. From Workshop to Workplace
Transfer of Training
Before
During
After
Manager
Trainer
TRANSFER OF TRAINING MATRIX ACTIVITY AND DEBRIEF (17 MINUTES)
Activity Set-Up
WORKBOOK PAGE 18: “The Transfer Matrix”
FORM PAIRS
SAY:
With partner, rank each of these boxes to show the relative importance
of the three roles before, during, and after training.
1 = most importance / 9 = least importance.
ALLOW: 6 minutes.
________________________________________________________
ASK:
Which box did you rank as most critical in determining the successful transfer of learning? Why?
__________________________________________________
TRANSITION: RESULTS from study.
Participant
From Workshop to Workplace
Broad & Newstrom in 1992.

27. Transfer of Training - What the Studies Show
Before
During
After 1 9 3
Manager 2 4 8
Trainer
Activity Debrief: (SLIDE BUILDS)
RESULTS from the research done by Broad & Newstrom in 1992.
ASK
Which of these numbers surprise you?
How do they compare with what you and your partner wrote?
SAY:
Clearly, what happens before and after the training is critical to the transfer
of what happens in the classroom to the real world.
Depending on your role in the organization, there will be
some things you can control
some things you can only influence
and some things completely out of your control
TRANSITION: We’ll have the opportunity to build on the knowledge and expertise in the room with the next activity. 7 5 6
Participant
Broad & Newstrom in 1992.

28. Productively Promoting E-learning
Start Small
Choose your vendors wisely
Use early adopters
Advertize, publicize and evangelize
Think about metrics

29. Closing thoughts…..
People will continue to need commitment, self-knowledge, practice and application in order for the organization to reap the organizational fruits of new interpersonal skills.

30. Thank You! Walt Disney QUESTIONS?
“You can design and create, and build the most wonderful place in the world. But it takes people to make the dream a reality”.
Walt Disney
We are excited to partner with
State of Connecticut
For more information please contact:
Marisa Cioffi
State of CT Relationship Manager
Office:
Cell:
Copyright © 2006 AchieveGlobal , Inc.