Cover image for High-impact training : getting results and respect
High-impact training : getting results and respect
Lapidus, Todd.
Personal Author:
Publication Information:
San Francisco : Jossey-Bass/Pfeiffer, [2000]

Physical Description:
xiv, 177 pages : illustrations ; 24 cm
Format :


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HF5549.5.T7 L336 2000 Adult Non-Fiction Central Closed Stacks

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Who is the real customer of training? Don't stay caught in old school thinking. The participant is not your customer. You may think that because your participants are smiling when they leave the training room that you have conducted a successful session. But did you know that nearly ninety percent of training efforts are wasted? The new skills you've taught are often never put into action and those that are used are often used ineffectively.

You real customers are the supervisors and managers that hired you to train their employees. They are counting on you to organize and implement training that makes their business more successful. If your participants only retain ten percent of what you've taught them, you've failed your employer.

High-Impact Training presents an easy-to-follow, easy-to-implement, seven-step model that will help you: Identify and partner with your customer Conduct high impact needs assessment Select and source high impact programs Design high impact training events Facilitate mutual assessment and feedback Design training to meet future needs Filled with real case examples taken from Todd Lapidus's 22 years of training experience, High-Impact Training will prompt you to rethink the traditional training model and offers a new seven-step high-impact model resulting in: More constructive input from your customers The most relevant training possible Increased participant retention of lessons Meeting company objectives

Every step of the way, the author highlights the differences between the traditional approach and the high-impact approach to training. The accompanying disk contains reproducible worksheets, forms, checklists and customizable form.

With High-Impact Training as your guide, you'll soon be seeing the results and the respect you deserve.

Author Notes

Todd Lapidus is the president of Customer Contact Corporation.

Table of Contents

Introductionp. ix
1 The Central Question: Who's the Customer of Training?p. 1
Lessons Learnedp. 8
The High-Impact Training Modelp. 9
The Performance Hierarchyp. 10
Summaryp. 12
2 The Seven-Step High-Impact Training Modelp. 15
Step 1 Identify and Partner with the Customer of Trainingp. 17
Step 2 Conduct High-Impact Assessmentp. 19
Step 3 Select and Source High-Impact Programsp. 20
Step 4 Select and Orient Participantsp. 21
Step 5 Design High-Impact Training Eventsp. 23
Step 6 Facilitate Mutual Assessment and Feedbackp. 25
Step 7 Design for the Futurep. 27
3 Identify and Partner with the Customer of Trainingp. 31
Lessons Learnedp. 35
The High-Impact Training Modelp. 36
Identifying the Customer of Training
Partnering with the Customer of Training
Summaryp. 50
4 Conduct High-Impact Assessmentp. 53
Lessons Learnedp. 57
The High-Impact Training Modelp. 58
Determining Whether Training Is Needed
Just-Enough, Just-in-Time Analysis
Formal Needs Assessment
Summaryp. 63
5 Select and Source High-Impact Programsp. 67
Lessons Learnedp. 71
The High-Impact Training Modelp. 73
Choosing Effective Methodology
Aligning with Business Outcomes
Reflecting the Lesson Being Taught in the Design
Selecting Techniques Appropriate for the Training Matrix Analysis Result
Demanding Appropriate and Timely Follow-Up
Getting Appropriate Measurements in Place
Seeking Only Properly Qualified Trainers
Screening Materials for Appropriate Content, Style, and Design
Summaryp. 81
6 Select and Orient Participantsp. 85
Lessons Learnedp. 87
The High-Impact Training Modelp. 90
Summaryp. 97
7 Design High-Impact Training Eventsp. 101
Lessons Learnedp. 105
The High-Impact Training Modelp. 109
Support, Ability, and Willingness
Balancing the Training Event
Summaryp. 119
8 Facilitate Mutual Assessment and Feedbackp. 121
Lessons Learnedp. 126
The High-Impact Training Modelp. 126
At the Training Event: Instant Feedback
Directly After the Training Event: Delayed Feedback
Creative Session After the Training Event: Mutual Assessment
The Mutual Assessment Team
Summaryp. 137
9 Design for the Futurep. 141
Lessons Learnedp. 144
The High-Impact Training Modelp. 144
Future Design Meeting
Business Outcome Articulation
Summaryp. 150
10 Conclusionp. 153
Appendix Staying-on-Track Formsp. 155
Indexp. 173
The Authorp. 177