Clients and partners have seen great success when they’ve implemented the concepts of follow-through management. The following fantastic articles speak about everything from the integration of the Six Disciplines as learning and development’s common language to the use of Friday5s® to drive real behavioral change. These articles illustrate the return on investment that organizations see when they maximize their training dollars with follow-through.

McKesson’s Leaders Teaching Leaders Program, Grid’s front page story that details McKesson’s chapter about their leadership development program that used DevelopmentEngine®. [More]

Small Changes Result in Big Improvements – Kaiser Permanente Delivers Results, CLO Media describes the health care giant’s integration of both the Six Disciplines as a common language and the significant results they saw when they applied Friday5s®. [More]

Developing Leaders — “Converting training and development to business results, like any vital process, should be analyzed, managed, improved and made more efficient and effective.” This article outlines the six key steps to success. [More]

Making Results Visible — Learning is not about classes, smile sheets, and a good show: it is all about changing behavior and producing tangible results on the job. More and more companies are asking their learning organizations to demonstrate results. Case studies from three leading companies illustrate how. [More]

The Course Is Not The Finish Line— In this article in Training and Development, Cal Wick explains why the course is not the finish line. Training and development don’t pay dividends until they are transferred and applied to the work of the organization. Find out how to improve transfer and application and, hence, the return on training programs. [More]

Getting ROI — More and more, management is asking for what Jack Phillips has called Level 5 measurement – ROI evidence of the effectiveness of their programs. Following through on goals and action plans is necessary to ensure the behavioral change (Level 3) and business results (Level 4) that are needed to produce the much-desired Level 5 (ROI). [More]

Maximizing Return on Investment— In this article in Maximizing Return on Investment, Roger Spiller explains that rather than cuts in training budgets, businesses need smart investment. [More]

More Publications from Fort Hill:

“Ensuring Transfer of Learning and Accountability for Action in Executive Development.” Andy Jefferson and Cal Wick. In: The Future of Executive Development. J. Bolt (ed). New York: Executive Development Associates, 2005.

“Agilent Technologies” Teresa Roche and Cal Wick. In: Best Practices in Leading the Global Workforce. Burlington, MA: Linkage. 2005.

“Hewlett-Packard” Susan Burnett and Cal Wick. In: Best Practices in Leadership Development. San Francisco: Pfeiffer. 2005.

“Developing Leaders: Practice Six Basic Disciplines.” Cal Wick and Richard Flanagan. Leadership Excellence. Jan 2005.

“Six Ways to Shorten the Learning-Doing Gap.” Cal Wick and Kathy Granger. Electric Perspectives, November-December 2004.

“The DNA of Learning: Achieving Competitive Advantage and Return on Investment.” Richard Flanagan and Michael Papay. Bio Business. Winter 2004

“Just in Time Guidance” Cal Wick and Roy Pollock. In: Leading Organizational Change. Marshall Goldsmith (ed). San Francisco: Jossey Bass. 2004.

Reprints of selected articles are available upon request. Write: info@forthillcompany.com