Courageous Training: Bold Actions for Business Results by Tim Mooney

We admire the Courageous Training leaders we have known for 33 34 Courageous Training their similar traits. Though hardly any of them have droopy jowls, all of these leaders clamp their thinking jaws onto the business needs and goals that underlie the requests they receive; they refuse to let their conceptual grip be shaken loose despite the frantic organizational flurry in which they may become engaged. They refuse to limit their vision to narrowly defined training issues and needs but, instead, always see the larger picture of the business: its goals and its needs.

The four case examples are written by courageous leaders who demonstrate with their real-world experience the stands they took, the processes they implemented, and the principled compromises they made to achieve truly exemplary outcomes. 3 Pillar #1: Be a Business-Goal Bulldog F irst, a few words about bulldogs. According to the American Kennel Club, the ancestors of the lovable and droopyjowled bulldog were selectively bred for baiting bulls centuries ago on the British Isles. In this cruel and deplorable form of entertainment, the original bulldog had to be very ferocious and so courageous as to be almost insensitive to pain.

Next, the logical analysis is completed by identifying the capabilities (including skills, knowledge, and 40 Courageous Training attitudes) those employees in the relevant job roles need in order to improve their performance. Getting at Deep Business Linkage vs. ” Superficial linkage that merely connects the training nominally with the nature of the business goal is not good enough. Such linkage does not specify the particular behavior and performance changes that will have to be achieved in order to truly impact the business goal.