Vehicle maintenance company locks in the top spot on the 2014 Training Top 125. Congratulations 2014 Training Top 125 award winners and Hall of Famers. We’re proud to be among those whose work emboldens professionals to grow, discover and inspire colleagues to do the same. At PwC, we’re making development a personalized experience with real-time resources and support for bringing out the best in our people. We’re honored to join this year’s training leaders in celebrating innovation and excellence in learning.

1. www.trainingmag.com
THE SOURCE FOR PROFESSIONAL DEVELOPMENT
$35
JANUARY/
FEBRUARY
2014
PLUS: Keller Williams Realty, Inc.; Capital BlueCross;
CHG Healthcare Services; Mohawk Industries, Inc.
Best Practices & Outstanding Training Initiatives
Vehicle maintenance company
locks in the top spot on the
2014 Training Top 125
REVS UP TO
NO.1
JIFFY LUBE
50YEARS
1964-2014

2. Unleashing
potential
Congratulations 2014 Training Top 125 award winners and Hall
of Famers. We’re proud to be among those whose work emboldens
professionals to grow, discover and inspire colleagues to do the same.
At PwC, we’re making development a personalized experience
with real-time resources and support for bringing out the best in
our people. We’re honored to join this year’s training leaders in
celebrating innovation and excellence in learning.
www.pwc.com
© 2014 PricewaterhouseCoopers LLP, a Delaware limited liability partnership. All rights reserved.

3. contents
Jiffy Lube Revs Up to #1
The vehicle maintenance company locks up the top spot
on the 2014 Training Top 125. BY LORRI FREIFELD
Keller Williams Is on the Move
The real estate franchise’s strong showing in productivity,
leadership, and growth training initiatives lands it in the No. 2
spot. BY LORRI FREIFELD
Capital BlueCross’ Rx for Change
Capital BlueCross has readied its workforce to support customers
in the face of health-care reform, and created the kind of leaders
who can embrace what these changes mean to their company.
BY MARGERY WEINSTEIN
Continuous Improvement at CHG
CHG Healthcare Services got back to basics, focusing on Lean
Management strategies and other organization-strengthening
initiatives. BY MARGERY WEINSTEIN
Mohawk’s Training Floors the Competition
Trainers at Mohawk Industries, Inc., helped hone the company’s
competitive edge while investing in a new LMS and strengthening
leadership development.BY MARGERY WEINSTEIN
40
44
48
52
30
40
44
48
52
FEATURES
TOP 5
www.trainingmag.com
training JANUARY/FEBRUARY 2014 | 1www.trainingmag.com
30
JANUARY/FEBRUARY 2014 VOLUME 51, NUMBER 1

4. 28 Training Is Golden
Looking back through the years as Training magazine celebrates
its 50th anniversary. BY LORRI FREIFELD
56 Training Top 10 Hall of Fame
Farmers Insurance and Verizon are inducted into the Training Top
10 Hall of Fame, having earned a Top 10 spot four years in a row.
60 Training Top 10 Hall of Fame
Outstanding Training Initiatives
All Hall of Famers submitted an Outstanding Training
Initiative that was judged by each other. Booz Allen Hamilton,
KPMG, and PwC earned the highest scores. BY LORRI FREIFELD
64 The Training Top 125
Training magazine’s 14th annual ranking of the top companies
with employer-sponsored workforce training and development.
104 Best Practices &
Outstanding Training Initiatives
Training editors recognize innovative and successful learning
and development programs and practices submitted in the 2014
Training Top 125 application.
114 Happily Orange After
New joint research conducted with Training magazine and an
experiential workshop based on“The Orange Frog”parable prove
the competitive advantage of positive psychology in the workplace.
BY SHAWN ACHOR
122 Global Trends in L&D Analytics
All functions in today’s organizations face
tremendous challenges to show value.
As a result,the Learning & Development
community is responding with changes
in its approach to measurement,
evaluation,metrics,and analytics. BY DR.
JACK J. PHILLIPS AND DR. PATTI P. PHILLIPS
128
128 Journey to a Culture
of Learning
MasTec’s Utility Services Group embarks on an
endeavor to create programs that not only promote
the safety and competence of employees, but also
tie learning to career progression and pay-rate
increases. BY JOHN CONGEMI
www.trainingmag.com
4 Online TOC Web-only content
6 Editor’s Note Lubed Up
BY LORRI FREIFELD
8 Training Today News, stats, and business
intel BY LORRI FREIFELD
14 Soapbox Turn Career-Limiting Habits Into
Career Success BY JOSEPH GRENNY
18 Soapbox Mentors Matter BY TIM TOTERHI
22 How-To Timing Is Everything
BY JANICE LOVE
24 World View Focus on Denmark
BY SUSAN VONSILD
26 World View Focus on Africa
BY FRANK WALTMANN
130 Best Practices Leaders as Teachers: The
Next Generation BY DR. NEAL GOODMAN
134 Training Magazine Events
All-Around Agility BY MEGAN TORRANCE
136 Learning Matters Separating the Best
from the Rest BY TONY O’DRISCOLL
138 Trainer Talk Stand and Deliver BY BOB PIKE
142 Talent Tips If You’re Happy and You
Know It…BY ROY SAUNDERSON
144 Last Word Stepping Into Their Shoes
BY MICHAEL ROSENTHAL
www.trainingmag.com
FEATURES (CONTINUED)
(page 2)
DEPARTMENTS
2 | JANUARY/FEBRUARY 2014 training
BESB SBESBBESBESBESBESBESBESBE TTTTTTTTTTT
PRAPRAPRAPRAPRAPRAPRAPRAPRARACCTICTICTICTICTICCTICTICTICESESESCESCESCESCESCESCC &&&&&&&&&&
OUOUOUTOUTOUTOUTOUTOUTOUTOUTOUOUOUO STASTASTASTASTASTASTASTANDINDINDINDINDINDINDINDINDINDNDINDINGNNNGNGNGNGNGNGNGNGNGNGNGN
TTTTTTTTRAIRAIRAIRAIRAIRAIRAIRAIRAIRAIIIININNINNINNINNINNINNINNINNINNINNNGGGGGGGG
IIIIIIIIIIINNITNNITNITNITNITNITNITNITNITNINITNIN IATIATAAIATIATIATATIATATTIVEIVEIVEIVEIVEIVEIVEIVIVEIVEVESSSSSSSSSSSS
2012022012012012012012012012012012012010 4444444444444
104

5. When you’re ready
to invest in your
organization’s future.
You are ready for American Public University.
American Public University is ready to help your team succeed. Your
employees can manage their personal and professional lives while
pursuing a respected degree online — at a cost that’s 20% less than
the average in-state rates at public universities.*
StudyatAPU.com/solutions
*College Board: Trends in College Pricing, 2013.
We want you to make an informed decision about the university that’s right for you. For more about our graduation rates, the
median debt of students who completed each program, and other important information, visit www.apus.edu/disclosure.

6. online contents
4 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
Lakewood Media Group
PO Box 247, Excelsior, MN 55331
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Redesigning HR for Agility
Talent—and HR’s ability to manage it—is the bedrock of agility. To
step into the new role, however, HR will have to transform its talent
management approach and how it delivers service.
http://www.trainingmag.com/redesigning-hr-agility
Releasing the Potential Energy of Your Future Leaders
Keys to unlock the cache of potential energy in emerging leaders as
they transition from their management roles into new leadership roles.
http://www.trainingmag.com/releasing-potential-energy-your-future-
leaders
Learning Management System Trends
In the new millennium, the corporate learning management system
has developed into a business-critical technology platform.
http://www.trainingmag.com/learning-management-system-trends
Creating Engaged and Inspired Employees
Top 5 companies doing it right and wrong and why.
http://www.trainingmag.com/creating-engaged-and-inspired-
employees
Losing Touch with the Front-Line Experience
As a senior executive, it is all too easy to become disconnected from
the troops. It is only by making a conscious effort to stay connected
to the front-line experience that you can avoid the ego trap.
http://www.trainingmag.com/losing-touch-front-line-experience
Interested in writing an online article for www.trainingmag.com?
E-mail Editor-in-Chief Lorri Freifeld at lorri@trainingmag.com.
Your source for more training tips, trends, and tools
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7. Vistage is honored to be among the top ranked companies
inTraining Magazine’sTop 125 for the 4th year in a row.
For more than 50 years, Vistage has been committed to
developing executives around the world.
Whatever the challenge, Vistage works inside your company.
Vistage Congratulates the
TOP 125 WINNERS!
Find out more about our collaborative executive
development programs at www.vistage.com/top125.

8. Lorri Freifeld
lorri@trainingmag.com
J
iffy Lube International, Inc., was firing on all cylinders as it earned its first No. 1
spot on the Training Top 125. Keller Williams Realty, Inc., moved into the No. 2
spot (up from No. 41 last year), while CHG Healthcare Services inched up a notch
to No. 3. Top 5 newcomers Capital BlueCross and Mohawk Industries, Inc., took Nos.
3 and 5, respectively. Farmers Insurance and Verizon were inducted into the Training
Top 10 Hall of Fame after securing positions in the Top 10 for the last
four consecutive years.
Some 27 new companies broke into the Top 125 this year. The major-
ity of the companies are in the finance/banking, health/medical ser-
vices, real estate/insurance, technology, and hospitality industries.
Here are some overall statistics from the quantitative analysis of the
2014 Training Top 125 applications:
• The mean revenue was $4.5 billion U.S. and $6.5 billion world-
wide. The mean training budget was $24.3 million, representing 5.84
percent of payroll.
• The mean number of total employees trained per organization (including
independent contractors and franchisees) was 31,079, with 16,577 trained in
the classroom and 29,744 trained online. A mean of 451 courses were offered as
instructor-led sessions; 1,709 were offered as online self-paced modules; and 165
were offered as virtual instructor-led classrooms.
• The mean number of full- and part-time trainers was 199 and 557, respectively.
• Some 99 percent of applicants have a tuition reimbursement program. A mean
of8percentofeligibleemployeesmadeuseoftuitionreimbursementprograms in
the last year. Median spend on tuition reimbursement programs was $400,000.
• Some 99 percent of applicants use employee satisfaction surveys, competency
maps, and personal/individual development plans. Only 69 percent tie manag-
ers’ compensation directly to the development of their direct reports.
• On the evaluation side, 77 percent of applicants utilize Return on Value; 83
percent Return on Investment; 79 percent Balanced Scorecards; and 58 percent
Six Sigma. The Kirkpatrick Levels of Evaluation are more widely used: Level 1
(99 percent), Levels 2 and 3 (97 percent), and Level 4 (95 percent).
• The average length of employee service was seven years, and the average turnover
rate was 19 percent.
• Internal candidates filled a mean of 41.4 percent of job openings, while
employees referred a mean of 26.4 percent of new hires.
While we are in recognition mode, I’d like to note that Training magazine is
celebrating its 50th anniversary in 2014. The first issue of Training was published in
September/October1964byGellertPublishing(seep.28foraretrospectiveofTraining
covers throughtheyears).Much haschangedover thelast 50 years—both in theworld
and the training industry—and Training magazine has been there every step of the
way. And just like the training industry, we continue to evolve. Our new Training Day
blog launched January 6. Recognizing everyone’s overflowing e-mail boxes, we com-
bined our three e-newsletters—Training Top 125, Inside Training, and Tech Talk—into
one streamlined, easy-to-read e-mail chock full of best practices and resources. Say
hello to Training Weekly, which debuted January 8 and e-blasts every Wednesday. Visit
www.trainingmag.com and click on the e-newsletters tab to subscribe today!
editor’s note
6 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
Lubed Up
TRAINING EDITORIAL ADVISORY BOARD
Brent Bloom, VP, Organization Effectiveness and L&D,
Applied Materials
Raymond D. Green, CEO, Paradigm Learning, Inc.
Bruce I. Jones, Programming Director,
Disney Institute
Michael S. Hamilton, former Chief Learning &
Development Officer, Ernst & Young
Nancy J. Lewis, former CLO and VP, ITT
Corporation, and former VP, Learning, IBM
Ann Schulte, Director/Global Practice Leader,
Procter & Gamble
Ross Tartell, former Technical Training and
Communication Manager - North America,
GE Capital Real Estate
TRAINING TOP 10 HALL OF FAME
Cyndi Bruce, Executive Director,
KPMG Business School – U.S.
Jim Federico, Senior Director, Platforms &
Operations, Microsoft Corporation
Gordon Fuller, Global Design & Development
Leader, IBM Center for Advanced Learning
Daniel J. Goepp, Managing Director, Learning
& Development, PricewaterhouseCoopers, LLP
Vicente Gonzalez, Learning and Development,
Booz Allen Hamilton
Glenn Hughes, Senior Director, Learning &
Development, KLA-Tencor Corporation
Donald Keller, Chief Learning Officer and VP,
Global Education & Development,
SCC Soft Computer
Diana Oreck, VP, Leadership Center,
The Ritz-Carlton Hotel Company
Nicole Roy-Tobin, Director, Best Practices &
Innovation, Deloitte
Kevin Wilde, VP, CLO, General Mills, Inc.
2013 TOP 5
EMERGING TRAINING LEADERS
Lindsay D. Donaire, Associate Director,
Learning & Development, Coca-Cola Enterprises
Charles L.C. Ho, Manager, Quality & Staff
Wellness Training, MTR Corporation Limited
Marita Jones, Project Manager,
Training and Development for Payroll Operations,
Paychex, Inc.
Elizabeth Lynn Kinder, Senior Training Specialist,
Bankers Life and Casualty Company
Rachel Gober Klemens, Manager, Training and
Development, CHG Healthcare Services

9. Miami Children’s Hospital is proud
to have been designated a Top 125
Training Organization for the past eight years. Our mission
is to provide hope through advanced care for our children and
families. This starts with working together to develop our most
precious asset – our people and empowering them to be the best
they can be for the children,families and for one another. Miami
Children’s Hospital is renowned for excellence in all aspects of
pediatric medicine and is home to the largest pediatric teaching
program in the southeastern United States. Congratulations
to our leaders, educators and partners whose commitment has
made us one of the nation’s top children’s hospitals.
Top125
AgainMiami Children’s is
a Training Organization!
MCH-HC201312_3685

10. LEADERS SPEND A SIGNIFICANT PORTION OF THEIR TIME engaged in interactions.
These interactions consist of countless conversations leaders have every day
with their colleagues, customers, and clients. According to Development
Dimensions International’s new research, “Driving Workplace Performance
through High-Quality Conversations: What leaders must do every day to
be effective” (http://www.ddiworld.com/productivity/overview), the ability to
effectively manage and carry out impactful conversations is at the heart of
successful leadership and is critical at every level.
For front-line leaders, conversations are part of
launching new products, facilitating customer inter-
actions, or coaching team members. Even making
good decisions largely can depend on how input from
others is sought out. We often assume that interac-
tion skills are mastered as leaders move up the ladder
since they have been at it longer, but nothing is fur-
ther from the truth. The importance of interaction
skills is even greater at higher leadership levels.
Whilethedataconfirmsthepoorstateofinteraction
skills, it does not explain why. These seven interaction
sins capture some of the common missteps that can
trip up leaders—at all levels—when it comes to con-
ducting effective conversations:
1. Straight to fixing the problem: Leaders recognized
for getting things done jump straight to the solution
before they understand the situation.
2. One size fits all: A developed, preferred style can
make leaders oblivious to the impact they are or are
not having on situations or individuals.
3. Avoiding the tough issues: Often leaders
lack the skills and insights to diffuse situ-
ations or tackle areas perceived as sensitive
and may leave them unresolved.
4. Inconsistent application across different
contexts: Skills readily deployed in one situ-
ation may not be applied in another and
should be.
5. Influencing through the facts only: Lead-
ers need to spend more time understanding
others’ perspectives and not solely rely on
logic and rationale.
6. Spotting opportunities for change but for-
getting to engage others: While leaders often
recognize needs for change, they don’t pro-
actively encourage others to develop ideas,
they oversimplify, or show little apprecia-
tion for the impact of change.
7. Not coaching in the moment. Generally ef-
fective in clarifying required performance,
dialoguing, and offering support, leaders
often neglect to coach through a process.
8 |JANUARY/FEBRUARY 2014 training www.trainingmag.com
by Lorri Freifeld
TO SUBMIT NEWS, research, or other Training Today tidbits, contact Editor-in-Chief Lorri Freifeld at lorri@trainingmag.com or 516.524.3504.
news, stats, & business intel by Lorri Freifeld
A Productive Leader Seeks Success
As a productive leader, you should be doing more than just getting things
done. As Peter Drucker wrote, “taking action without thinking is the
cause of every failure.” To achieve success this year, stop and focus on
these three questions:
What? Identify a measurable goal that is at
least both achievable and integral to the suc-
cess of the mission of your team, department,
or organization.
Who? Build your core team of mentors, col-
leagues, and SMEs (subject matter experts) to
turn to throughout the year.
When? Set milestones, times to check in on
progress in the near and mid-term to ensure
you’re making progress on your MITs (Most
Important Things).
Choose a strategic training initiative you have
for the coming year. Then, open your calendar
(on your computer, smart phone, or in your note-
book) to 180 days from now, and ask yourself,
“What do we need to have done by then in order
to be on track or ahead of schedule with this
project?” My advice, go ahead and write a three-
to five-paragraph response to that question 180
days from today on your calendar.
A productive leader achieves success by iden-
tifying and qualifying what that outcome will look
like, who is involved in making it happen, and
what positive impact it will have on the organi-
zation. Take time now to focus on achievement.
By Jason W. Womack, MEd, MA www.womackcompany.com
www.twitter.com/jasonwomack | Jason@WomackCompany.com
Products & Services >> Sleepless Nights for HR >> Tech Talk p. 10
The 7 Interaction SinsBy Richard S. Wellins, Ph.D., Senior Vice President, DDI (www.ddiworld.com)
Productivity Coach’s Corner

11. When it comes to leadership/management training, we often focus on the points of pain for the
business, such as diminished performance, low morale, or higher turnover. But what about the
points of pain for the leaders/managers themselves?
Between 2003 and 2013, we asked 37,419 managers (from 891 different organizations),
“What is the hardest thing for you about managing people?” We collected narrative verbatim
responses to this open-ended question. The vast majority of responses fell into 10 categories:
training JANUARY/FEBRUARY 2014 | 9www.trainingmag.com
>> Cloud-based animated video
production platform GoAnimate announced
a new integration with e-learning software
provider Lectora. This integration enables
GoAnimate videos to be published directly
to Lectora Online.
>> Kaplan Test Prep and Web and mobile
design and development firm thoughtbot
partnered to launch a software developer
bootcamp for individuals interested in
becoming professional Ruby on Rails Web
developers. The initial bootcamp will use
curriculum informed by Kaplan’s proprietary
learning science and assessment insights
and delivered by thoughtbot experts.
>> Global Knowledge, a leader in IT
and business training, announced its
collaboration with Amazon Web Services
(AWS) to deliver the curriculum of
authorized AWS training courses. The role-
based AWS courses are designed around
the three primary roles that comprise
engineering teams delivering cloud-based
solutions: solutions architect, sysops
administrator, and developer.
>> Zapoint, Inc., launched the next
generation of SkillsMapper, which combines
career pathing technology with learning and
assessment content from Kelley Executive
Partners, the executive education arm
of Indiana University’s The Kelley School
of Business. SkillsMapper offers pre-
loaded, bite-sized Master’s level training
courses that are broken into five different
disciplines: Marketing, Finance, Accounting,
Supply Chain, and HR Management.
>> Data analytics firm Sentinel Applied
Analytics selected Intellinote, a solution
that combines intelligent notes with social
collaboration. Intellinote enables Sentinel to
easily access a historical library of resumes
in the cloud to quickly identify potential
candidates for future positions. Sentinel
employees also are using Intellinote as a
collaboration tool for special projects and
training exercises across teams.
Partnerships&Alliances
Help Wanted: Non-Technical Skills By Bruce Tulgan
fixated on price.
When an outside
trainer is unwill-
ing to lower her
fee, find out where she can be flexible, such
as adding a few training days. This will al-
lowyoutoreachanagreementthatdelivers
superior value for the dollar—and to be
confident in justifying the investment to
management.
3. Negotiating with learners: Set conditions
for their requests. If an employee wants to
miss several hours of training, don’t auto-
maticallysay,“Yes.”Instead,propose:Ifyou
agree to meet with the instructor privately
for 30 minutes each morning on the final
two days, then you can miss that time.
To read the full article, visit www.
trainingmag.com/how-negotiate-better-learn-
ing-outcomes.
IF YOU’RE AN INTERNAL Learning & Devel-
opment (L&D) professional, you direct the
action among management, consultants,
and learners and need to use negotiation
skills with each party to produce meaning-
ful outcomes. Some key strategies:
1. Negotiating with management: Set lim-
its and be ready to trade. Know what’s out
of bounds. If you’re asked to cut one day
off a three-day course, respond with a pro-
posal calling for participants to attend
two 10-hour days with no breaks. Though
unrealistic, this offer demonstrates your
unwillingness to compromise the value of
the training. And if you’re presented with a
more reasonable request to cut four hours,
set a condition such as asking for a seat at the
upcoming planning meeting.
2. Negotiating with consultants: Don’t get
Negotiate for Better Learning Outcomes
By Marty Finkle, CPT, CEO, Scotwork
www.rainmakerthinking.com/blog | Twitter @brucetulgan | www.talkaboutthework.com | brucet@rainmakerthinking.com
1. Not enough time or too many people to
manage (span of control); insufficient
time to attend to managing direct reports
due to other non-management tasks and
responsibilities (24%)
2. Giving negative feedback to employees
regarding their performance (19%)
3. Different personalities of the various
employees—figuring out what works for
each person depending on communication
style, motivations, and preferences (6%)
4. Interpersonal conflict on the team (6%)
5. Balancing being the boss with being a
friend or just being “friendly” (6%)
6. Employees with bad attitudes or other
issues such as attendance, tardiness,
conflict with coworkers (5%)
7. Dealing with pressure and shifting
priorities from my own boss and other
higher ups; communicating changes to the
team and helping employees adapt (5%)
8. Cumbersome, lengthy process to fire
low performers and/or to impose other
negative consequences short of firing (5%)
9. Insufficient authority and discretion to
reward high performers (4%)
10. Managing people in remote locations
(4%)

12. the majority (56%) were either very
concerned or concerned.
• Only 38% of respondents felt they
would be prepared if faced with the
sudden retirement of a top execu-
tive, while 62% either would not be
prepared or didn’t know.
• Almost two-thirds of respondents
were concerned about staying cur-
rent with evolving compliance laws
and regulations (63%).
For more information, visit http://pages.
silkroad.com/rs/silkroad/images/What-Keeps-
HR-Up-at-Night-2013.pdf
10 |JANUARY/FEBRUARY 2014 training www.trainingmag.com
>> Versal, an interactive Software-as-a-
Service course creation and publishing
platform, released the first open beta of
Versal for Teams, a new turnkey solution
for organizations to manage the creation
and publishing of courses in a group
setting.
>> Mylo Solutions launched
MyloTEAM, a platform for managing
and monetizing training and education
programs. The cloud-based solution
simplifies the publishing of online
course catalogs and class descriptions;
delivers a turnkey solution for managing
faculty and instructors; and integrates
with Salesforce to support sales and
customer relationship management
(CRM) initiatives.
>> SAP introduced work patterns in its
SAP Jam. The pre-built collaborative
processes combine expertise, content,
and best practices with real-time
business data and applications. SAP
Jam work patterns bring together data
from across the organization to help
employees make decisions, receive
onboarding information in one place,
find mentors, and get automatic
recommendations on who to connect
with for a particular project.
>> Enterprise IT cloud company
ServiceNow announced ServiceNow HR
Service Automation, a new application
that makes it easier for organizations
to automate HR case management
through an online storefront.
>> Online training provider Tortal
Training launched a new business
concept that helps businesses offer
a larger assortment of pre-developed
courses to their employees at a lower
cost. The new courses, available
through Tortal’s Out Of The Box
Solutions, are designed for both the
corporate sector and franchise industry
and do not require customization.
The courses focus on marketing and
sales, management, technology and
franchising.
Products&Services
>> Qumu, an enterprise video platform
provider, unveiled the newest version
of its Video Control Center platform
solution for the enterprise. Version 7
updates include user-friendly Webcasting,
improved mobile browsing, and a new
player interface.
>> Jobscience Inc., a leader in
recruiting engagement software, debuted
Jobscience Mobile Manager, a native
mobile app that is designed specifically
for hiring managers. It accelerates
hiring by taking advantage of managers’
micro-moments as they review resumes,
provide feedback, and make hiring
decisions anytime, anywhere. Jobscience
Mobile Manager is an extension of the
Jobscience Recruiting app built on the
Salesforce Platform.
>> Survey Anyplace created a new
made-for-mobile survey tool that
leverages the ubiquitous nature of smart
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>> Hatsize, a provider of global cloud-
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WHAT ISSUES ARE KEEPING HR profession-
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According to a SilkRoad survey of 853 HR
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employees (41%). As they seek to make
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sound data and analytics (54%) and inte-
gration of HR systems (43%) are top tech
challenges. Other findings:
• 53% of HR professionals were most
concerned with developing an HR
organization that acts strategically
rather than tactically.
• When it came to recruiting concerns,
the majority (53%) selected creating
an attractive organizational culture
to engage employees and 51% chose
sourcing the right candidates.
• When asked whether they were
concerned about attracting top Mil-
lennial talent as Baby Boomers retire,
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16. soapbox
www.trainingmag.com
Those who succeed at change are those who recognize and recruit the Six Sources
of Influence to support new and more effective habits. BY JOSEPH GRENNY
A
new year brings excitement and com-
mitment to bettering our personal and
professional lives. Unfortunately, the
excitement soon fades, and according to
research from VitalSmarts, only 10 to 20 percent
of employees reach their career resolutions by the
time the ball drops the following year. So what
stands in the way of career success?
The study from VitalSmarts shows 97 percent of
employees have at least one career-limiting habit
—an ingrained behavior that keeps them from
achieving their potential at work. For some, the
habit is the barrier between good and great in their
work. For others, it can put them at risk of career
stagnation—preventing them from receiving the
raises and promotions they otherwise would have
received. The survey of 972 people found that the
most common career-limiting habits are:
1. Unreliability
2. “It’s not my job” attitude
3. Procrastination
4. Resistance to change
5. Negativity and cynicism
Now, the problem is not that we have career-
limiting habits. The problem is that year after
year, we beat ourselves up over them but make
little progress at overcoming them.
Take Sridhar, for example. Sridhar’s career-
limiting habit was a hot temper. A project manager
at a large electronics company, Sridhar was an ef-
fective individual contributor and got his work
done on time and to spec, but when the pressure
was on and others failed to meet their commit-
ments, he exploded.
“I literally would fire arrows out of my mouth.
And my e-mails were berating,” he explained.
“I tried to tone down my emotions, but it never
worked.” After a frank discussion with his boss,
Sridhar reported, “I knew that if I didn’t change,
the only place I was going in the organization was
out the door.”
And yet, Sridhar didn’t change.
Our research on personal change shows the
problem is rarely that we don’t want to change.
The problem is that we have a naïve view of what
shapes our behavior. This naivety leads us to rely
too much on our willpower while doing too little
to surround ourselves with the other sources of
influence required to help us change.
THE WILLPOWER TRAP
We often mistakenly believe the ability to break
free from a career-limiting habit depends on our
capacity to muster the necessary willpower to
succeed. In our book, “Change Anything: The
New Science of Personal Success,” my colleagues
and I refer to this as the willpower trap—the
mistaken belief that willpower is the prime mover
of human behavior. This view of behavior leads
to simplistic strategies to bring about change. It’s
a “trap” because when these strategies fail, they
simply serve to increase the conviction that we
didn’t want to change badly enough—which pre-
vents us from exploring other possible strategies
for change.
THE SIX SOURCES OF INFLUENCE
Our research identifies six unique sources of in-
fluence that shape human behavior—for better or
worse. These sources act on everyone all the time
whether we recognize them or not. Those who
succeed at change are those who recognize and
recruit all of these sources to support new and
more effective habits.
The example of project manager Sridhar shows
how each source of influence plays a role in either
perpetuating the career-limiting habit or turning
the behavior in a new direction to make remark-
able change.
SOURCE 1: PERSONAL MOTIVATION
Personal Motivation pertains to the impulses that
shape our choices. Most people know their bad
habits often are sustained by powerful impuls-
es. However, few understand that the best way
to change habits is not to resist impulses, but to
change them.
That’s what Sridhar ultimately did. Sridhar
Turn Career-Limiting Habits
Into Career Success
Joseph Grenny is a
four-time New York
Times bestselling author,
keynote speaker, and
social scientist for
business performance.
He is also the cofounder
of VitalSmarts, an
innovator in corporate
training and leadership
development. His work
has been translated
into 28 languages,
is available in 36
countries, and has
generated results for
300 of the Fortune 500.
For more information,
visit www.vitalsmarts.
com.
14 | JANUARY/FEBRUARY 2014 training

18. soapbox
16 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
struggled because, in the moment, it felt good to
tear into someone who was causing him incon-
venience or worry. To change these impulses, he
dissected the self-justifying thoughts that excused
lashing out and developed a strategy for changing
these thoughts when he was about to explode. In
these crucial moments, he challenged his villain-
ous view of others and humanized them in a way
that made him feel differently toward them. If we
want to change tough habits, we need to change
how we feel during crucial moments.
SOURCE 2: PERSONAL ABILITY
New habits almost always require new skills.
Sometimes, the skills are surprising and seem
unconnected with the immediate problem.
Sridhar concluded that his anger stemmed in part
from his inability to hold people accountable long
before things became a crisis. So, Sridhar enrolled
in a course where he learned to clearly articulate
his needs rather than waiting until resentment
caused him to attack.
SOURCE 3: SOCIAL MOTIVATION
Good and bad habits are almost always a team
sport. An effective change plan takes into account
the way others encourage our behavior. Sridhar
made a concentrated effort to spend more time
with those he considered to be effective commu-
nicators. It was against the norm in their circles
to lash out, and Sridhar could use all the positive
peer pressure he could get.
SOURCE 4: SOCIAL ABILITY
Others don’t simply encourage bad habits—they
enable them, as well. For example, Sridhar’s boss
enabled his behavior for years by making excuses
for his prickly demeanor and trying to smooth
over problems with those he offended.
As part of Sridhar’s change plan, he asked his man-
ager to meet with him weekly to track his progress.
He requested that his manager hold him accountable
for any behavior not in line with the goals they collec-
tively set. Additionally, the manager lined Sridhar up
with a mentor to provide advice and support.
SOURCE 5: STRUCTURAL MOTIVATION
We often marvel that in spite of the obvious costs
of our bad habits, we don’t change. Our failures
become more understandable when we realize that
the costs of bad habits often are far off in the future,
while the costs of implementing new habits are felt
in the short term. We respond far more
to immediate incentives than long-term
ones—a proclivity known as time-
sensitive demand. Successful changers
use this principle in their favor by setting
short-term achievable goals and tying
modest rewards or sanctions to them.
In Sridhar’s case, he celebrated his
successes by stepping up to tough
accountability conversations with a
delicious warm beverage.
SOURCE 6: STRUCTURAL ABILITY
Finally,weoftenareblindtotheroleour
physical environment plays in enabling
habits. Tools, cues, and distance strong-
ly affect the way we behave.
Sridhar tweaked a few factors in his physical en-
vironment to help him with his temper. Since he
tended to attack his coworkers by e-mail, he made a
hard-and-fast rule to only discuss difficult topics in
person. He also hung reminders in his office to keep
himself focused on the changes he was making.
VitalSmarts’ “How to Have Influence” study, pub-
lished in MIT’s Sloan Management Review, shows
that those who use all Six Sources of Influence as
partofaperformanceimprovementplanarenotjust
moderately but exponentially more likely to change.
Those who create a robust change strategy in this
way are 10 times more likely to succeed at changing
even longstanding, seemingly intractable problems
in their professional or personal lives.
Sridhar is a testament to this process. He didn’t
change overnight, but he changed. Make 2014
the year you turn a career-limiting habit into a
strength by intentionally developing a plan to en-
gage all Six Sources of Influence to support you in
creating change for good.
The problem is that we have a
naïve view of what shapes our
behavior. This naivety leads
us to rely too much on our
willpower while doing too little
to surround ourselves with
the other sources of influence
required to help us change.

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20. M
entors rarely realize the impact they
have on the lives they touch. Adjusting
strategies with the grace of a martial
arts master, the best of them shift seamlessly
from teacher to coach, confidante to counselor,
cheerleader to drill sergeant, all in an effort to
bring out your best. If you’re willing, they’ll suc-
ceed, dusting off untapped potential to uncover
skills you never knew you possessed. Selfless
creatures, mentors have the eye of an artist, the
patience of a craftsman, and a curious disposi-
tion that enables them to be the architects of
possibility.
My first mentor embodied this description, and
while she’d scoff at the word, “master,” Sensei Sara
was definitely a martial artist. At the time when it
was unusual for a woman to be involved in karate,
she held a chief instructor rank and operated two
thriving schools. Yet for all her accomplishments,
she seemed only to take pride in helping others find
a path to prosperity...a way out of the old neighbor-
hood and the trouble that seemed to lurk around
every corner.
During her lessons, she’d endlessly repeat
the idea that “you don’t have anything until you
give it away.” The brawlers we were had little use
for philosophy, but we soon learned to appreci-
ate the concept. One year, at the conclusion of our
brown belt test, she asked the green belts (two lev-
els below) to display their forms. She then judged
us on their performance, noting simply, “Black
belts teach.” Her point was that if we were to ad-
vance, we needed to pay for the knowledge desired
with knowledge already accumulated. “Stinginess
breeds mediocrity,” she’d say, noting that while
the work was up to the individual, leaders made
their mark by helping others succeed. Talk about
excellence in talent management.
THE NEXT GOAL
Each New Year reminds me of Sensei Sara and
her lessons. After all, it is the time when people
traditionally take stock of their lives and the
achievements earned along the way. Resolutions
are made. Goals are set. And professionals at all
stages of their careers optimistically search for that
secret set of steps or principles that will expedite
their advancement. Unfortunately, despite what
self-help gurus would have you believe, effective
shortcuts are scarce and seldom easy to imple-
ment. Often that “overnight success” was years
in the making and forged from a series of unsung
efforts and humbling failures.
Of course, a simple, “work ethic works” message
doesn’t play well in today’s instant-gratification
culture. Given the pace of the average person’s
work/life reality, it is easy to understand the desire
for quick wins. Ambitious, high-performers can
become even more harried as they try to navigate
the implications of increased global competition,
a still-lagging economy, and newly flattened or-
ganizational structures that seem to stifle upward
mobility at every turn. So how can you expedite
your advancement in the face of this new normal?
RULES OF THE DOJO
As an executive coach, I’ve worked with a variety
of talented professionals, and while every cli-
ent is unique, most begin the engagement with
hopes of advancing their development and, in
turn, their careers. To help them obtain results,
I often find myself referring back to three rules
Sensei Sara had us recite before each class. To me,
they apply as much in business and professional
development as they do for practicing the mar-
tial arts.
RULE #1: EVERYONE WORKS
Sensei was quick to debunk the allure of cinema-
style fighting. Learning isn’t magic…neither is
success. In most cases, the process of acquiring
either is rather formulaic. If you want a skill, you
have to put in the time to develop it. If you want
success,youhavetoputthatskilltouseconsistently.
Sure, there are tricks to shorten the learning curve
and techniques to help the lessons stick sooner.
The value of actual experience—of sweat equity—
however, is something you can’t dispute.
This rule also underscores the belief that while
raw talent can be valuable, it is worthless if
soapbox
18 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
Mentors MatterSuccess through service—three rules for working hard,
winning big, and staying humble. BY TIM TOTERHI
Tim Toterhi is an
executive coach,
organizational
development (OD)
practitioner, and
author of “Defend
Yourself, Developing
a Personal Safety
Strategy.” Fifty
percent of profits
from this book will be
donated to RAINN,
the nation’s largest
anti-sexual violence
organization. For
more information,
visit www.timtoterhi.
com.

21. AWARD-WINNING TRAINING PROGRAMS
And the award for
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TheThe EcEconoonomicmicalal brabraandndn incincludluddeses thethe fofoollollowinwinwing pg pg propropoperterterty ay ay andndnd cascascasualualualtytyty insinsin urauraurancencence cococ mpampampap nienienies:s:s
EcoEconomnomicaical Ml MMutuutualal InsInsuraurancence CoCompampampany,ny,n PePerthrthh InInnsursursurancancance Ce CCompompompanyanynyny, W, W, Wateateaterlorlorlooo Io Io Insunsunsuranranrancececece ComComCo panpanpany,y,yy
TheThe MiMississisqusquoioi InsInsuraurarancencee CoCompampany,ny, FeFeFederderderatiatia ononoo InsInsuraurar ncencen CoCoC mpampampanynyn ofofo CanCananadaadada. ©. ©. ©201201013 E3 EEconcononomiomiom calcacal
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Having great training programs doesn’t mean a thing if your team doesn’t
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22. soapbox
20 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
squandered and nothing in the face of consistent
effort. Success often relies on embracing the phi-
losophy of deliberate practice and demonstrating
the willingness to stick to it longer than the aver-
age person does. In the real world, you must work
harder and smarter.
RULE #2: NOTHING IS FREE
It’s hard to deny that sometimes the working
world can seem unfair. People play politics.
Connections trump know-how. And having
the wrong background, alma mater, or even
sense of style can get you ousted from the high-
potential list faster than the cool kid clique in
high school. It seems a laughable and antiquated
concept, given the much-discussed war for tal-
ent and the focus of many companies to obtain
diversified thought leadership. Still, nepotism
happens. Self-promoters prevail. And introverts
unwittingly can become casualties of corporate
dogfights.
Regardless of your organizational reality, it’s im-
portant to keep things in perspective. Sure, luck
happens and knowing the right people can give
you a leg up in certain situations, but there’s no
free lunch. At some point, people have to earn the
rank they wear. Paper leaders who lack the sense
to punch their weight eventually get kicked to the
canvass. Sensei advised that we be quick to seize
opportunities when they arise, but that we take
great pains to live up to the favors of chance.
Remember, good beats lucky in the long term.
RULE #3: ALL START AT THE BOTTOM
It’s good to celebrate achievements, but it’s also
important to stay humble and put your wins in
perspective. After all, each promotion only puts
you on the starting line for the next goal. We
used to joke with the newly anointed sho-dans by
saying, “Congratulations, you are now the
lowest-ranking black belt in the universe.
Practice begins tomorrow.” An outsider
may view this as just a bit of good-natured
ribbing from the old guard, but it also
served as a productive reminder. Growth
has no finish line. Often, the goal you once
only dreamed about will seem like a simple
stepping-stone to the next objective. You
have to stay hungry.
This rule is also about reflection. Sensei
consistently reminded us that upon achieve-
ment of a goal, it’s important to recall those
who helped you along the way and pay their
kindness back through service to others.
She also noted that it was an excellent time
to take stock of your current state and actu-
al desires before blindly signing up for the
next goal. This way, you avoided “succeed-
ing in the wrong direction.” At a time when
martial artists stuck closely to their own
style, she often would ask newly promoted black
belts to join other schools and return in a year to
share their learnings. The practice of actively re-
leasing talent for the betterment of the individual
and the whole was unheard of at the time. Now
there is an entire business, Mixed Martial Arts,
built on the concept. Many organizations would
be wise to adopt the practice.
WHEN HARD WORK IS NOT ENOUGH
Life is riddled with risks, obstacles, and com-
petitive forces that cannot be predicted or easily
circumvented. In those cases, in which persis-
tence alone is not enough, a flexible mindset can
help bridge the gap. Sensei advised us to be aware
of our limitations—not for the sake of accept-
ing them, but rather so that we might develop
creative workarounds and find a new path to suc-
cess. For example, after a back injury sidelined
my teaching career, I used the time to write a
book on the subject. Passing on the lessons via
a different medium was a great way to stay fresh
while I mended. The challenge also opened up
opportunities I never knew existed. Turns out
Sensei Sara was right. t
If you’re willing, a mentor can
dust off untapped potential
to uncover skills you never
knew you possessed. Selfless
creatures, mentors have the
eye of an artist, the patience
of a craftsman, and a curious
disposition that enables
them to be the architects of
possibility.

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Simple Models Authorization To Use As You Wish!

24. A
ghhh! It happened again today, and
I just wanted to run screaming out of
the room. Trainers, don’t try to put 10
pounds of stuff in a 5-pound bag. No matter
how fast you talk, you simply can’t fit that four-
hour training session into a 30-minute time slot.
Curb yourself. Resist the urge to even try.
It was the monthly luncheon meeting of the not-
to-be named professional association, and 140 of
us were tucked into a room designed to comfort-
ably accommodate about a hundred. You know
the drill. Lunch is served while the participants
network. Participants sit at round tables for 10
and try to remember if their bread plate is on the
left or the right. Various association officers make
reports and updates while the hotel staff tries to
minimize the clanking of dishes and silverware.
At precisely 12:30, the featured speaker—
in this case, the featured trainer, the one we’d
all come to hear—took the stage. We expected
she would conclude promptly at 1 so we could
get back to our offices for various afternoon
appointments and such.
I knew we were in trouble when I looked at the
PowerPoint handout. Twenty slides. Uh oh. And
several of them indicated activities. Not good
for a 30-minute time frame. Then our train-
er perkily announced she would be going 15
minutes over the allotted time and sure hoped
nobody would mind. She started off by spend-
ing 10 minutes telling us what we would be
learning (overkill for a 30-minute session). And
she explained to us that in addition to her lec-
ture (using the 20 PowerPoint slides), we each
would complete a survey, pick a buddy and make
a plan, and have open questions and answers. It
was truly the training Twilight Zone.
I hate to walk out of a session. It’s rude, and I
would not want to offend a fellow trainer. And
I know I would feel bad if someone walked out
of a training session I was conducting. Besides,
I generally find I can learn something even in
a not-so-good training session. Worst-case sce-
nario, I might wait until a break and slip out
unnoticed. But this was just too much. And I
had to be back at the office at 1:30. I gathered
my stuff and left. There was a little logjam at the
back door as other people left, as well.
Staying within the stated time limit is such
a basic training rule and such an easy thing to
do that I am astounded at the frequency with
which trainers abuse it. Is it the result of poor
planning? Is it because some trainers believe the
information they have to impart is so impor-
tant that it transcends normal time schedules?
I don’t know. I think this trainer let her passion
for the subject override her reason and good
judgment.
TIMING TIPS
If you have trouble timing your training ses-
sions, you might want to consider these tips:
• Don’t race through your presentation and cram
inmoreinformationthancanreasonablybecov-
eredinyourgiventimeframe.Byracingthrough
it, you minimize the importance of your materi-
al and make your message impotent.
• If you’re using PowerPoint, don’t prepare more
slides than you can comfortably cover in the
timeyou’vebeengiven.Ifyouspendfiveminutes
on each slide, you should have no more than five
slides for a 30-minute presentation. That gives
you an additional five minutes for Q&A.
• Pace yourself evenly. When you start off at a nor-
mal pace and then quickly click through the
slides at the end, mumbling something about
them not being important anyway, you look
unorganized, unprepared, and amateurish.
• If you don’t have time for the whole enchilada,
then put the information you plan to deliver
into perspective and just focus on a “chunk.”
If you cannot extract a meaningful chunk,
and you cannot get the time you need to prop-
erly deliver all of the information, you should
decline the gig.
• If you’re not experienced and accurate at estimat-
ing how much time your presentation will take,
then do a run-through and time yourself.
Use these tips and conclude on time. It’s disre-
spectful to your participants to do otherwise. t
how-to
22 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
Timing Is Everything
If your training sessions consistently go into overtime,
here are some tips to keep in mind. BY JANICE LOVE, SPHR
Janice Love, SPHR,
currently serves as
vice president of
Human Resources
and Training for
Sandia Laboratory
Federal Credit
Union (SLFCU) in
Albuquerque, NM.
She previously
was Employee
Training Program
manager at the U.S.
Department of Energy
Nonproliferation
and National
Security Institute.
Love is a member
of the Society for
Human Resources
Management and
the New Mexico
Human Resources
Management
Association.

25. Sonic Automotive is proud to be
named one of Training Magazine’s Top 125
companies for training and development. We operate
under the belief that the commitment to our people is at the heart
of our success. The investment we put into our associates has made us
a Fortune 500 company and an industry leader.
Sonic Automotive has grown to more than 100 dealerships nationwide, representing
25 brands. We strive to promote our more than 9,300 highly trained associates
internally. On average, our Sales Associates earn more than $70,000 per year
and our General Managers earn more than $400,000 per year.
Together we thank Training Magazine and celebrate yet another
milestone in the Sonic Automotive tradition.
If you’d like to reach your full potential working in a culture
created and nurtured by success, visit jobs.sonicautomotive.com.
We stand behind our associates and let
themblaze a trail.

26. world view
24 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
Focus on Denmark
A manager in Denmark is more a leader, a coach, a guide compared to
the more directive managers of the U.S. BY SUSAN VONSILD
D
enmark is a small country, the southern-
most in Scandinavia, with a population
of a mere 5-plus million. While it is said
that the Norwegians historically have tended to
look west to the North Atlantic (a fishing and oil
country), and the Swedes to the east toward Fin-
land, the Danes tend to orient themselves to the
south to Germany and the EU. Denmark carries
a weight in international politics that is greater
than its size.
Denmark has few large companies but
myriad smaller ones. Think of LEGO (toys),
Oticon (hearing aids), Grundfos (pumps), and
Carlsberg (beer) among others. Probably the
reason—aside from the small size of the total
population—is that Danes prefer to be different
and to take initiative for starting something new
rather than be a little cog in a big wheel. Smaller
companies spin off from larger organizations.
A highly educated population, advanced tech-
nologies, and the priority given to design lead to
many niche products.
Another characteristic of Danes and Denmark,
which sets them apart from other countries, is
the low power distance or flat hierarchy. This
means that managers are—and expect to be—
challenged by their subordinates. Subordinates
expect to have their opinions heard. They
expect to take part in decision-making. A man-
ager in Denmark is more a leader, a coach, a
guide compared to the more directive managers
of the U.S. Women are just as respected leaders
as men. Indeed, Denmark’s prime minister is
a woman.
SIGNIFICANCE FOR THE TRAINING FIELD
• Quality rather than numbers. American train-
ing companies and consultants tend to
advertise themselves as “having trained
thousands of managers and professionals in
leading Fortune 500 companies.” To Danes,
that might signal “off-the-shelf” training
concepts. Danish companies expect pro-
grams conceived to meet their needs.
• What counts is trainer competence and exper-
tise in the field that is requested. The trainer
profile, which would be circulated to partici-
pants before they decide to attend an event,
would emphasize the trainer’s credentials
derived from hard-earned, hands-on experi-
ence. It helps, too, to have academic ballast.
University degree(s) and teaching experi-
ence provide a stamp of approval.
• By law, companies must devote a certain
budget to every employee’s competence devel-
opment each year. Thus, there is a market for
good training programs. However, a trainer
must convey to the company and program
participants the goals and expected benefits.
Performance will be measured. If a company
invests 1 Danish krone in a training program
for a participant, it expects returns of 2 to
3 kroner.
• Trainer style is expected to be interac-
tive, even with large groups. Participants
expect to take part in discussions, re-
gardless of their level in the company.
They have opinions about the trainer’s
input, as well as about the contributions
of their co-participants, and they have
experience to share.
• A great deal of competence develop-
ment takes place in “experience-exchange”
groups rather than in formal training programs.
Managers of a certain level or function meet
three to four times a year with managers of the
samelevelorfunctioninothercompanies,even
competitors. An outsider often facilitates these
meetings. Such network groups can be a poten-
tial market for trainers who want to address a
particular issue, but they also are a platform
that competes with training programs. t
Susan Vonsild is a
senior associate with
Global Dynamics
Inc., a training
and development
firm specializing in
globalization, cultural
intelligence, effective
virtual workplaces,
and diversity and
inclusion. For more
information, visit www.
global-dynamics.com,
call 305.682.7883,
or e-mail ngoodman@
global-dynamics.com.
Danes prefer to be different
and to take initiative for starting
something new rather than
be a little cog in a big wheel.
Smaller companies spin off
from larger organizations.

27. Thanks to our team at TD University,
we’ve been named by Training magazine as
a Training Top 125 company for the seventh
straight year. We’re continuing to build a
better bank through better training. And
we’re glad it shows.
TD Bank, N.A.

28. world view
26 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
Focus on AfricaGoodnews Cadogan, founder of the Centre for Courageous Authenticity in Leadership
in South Africa, says leaders are going back to humanity and humanness, valuing
what “we call in Africa ubuntu, ‘I am because you are.’” BY FRANK WALTMANN
G
oodnews Cadogan is an executive lead-
ership and professional-life coach who
focuses on individual, team, and organi-
zation development. As founder of the nonprofit
Centre for Courageous Authenticity in Leadership
in South Africa, he stresses advocacy, research,
displays of courage and authenticity, and profes-
sionalism as a means of effecting lasting change or
transformation. “My observation over the last 20
to 30 years is that leaders
are struggling to exercise
courage and authentic-
ity,” Cadogan explains.
“They capitulate in the
face of threat, they lie
to blend into the envi-
ronments in which they
operate, and they don’t
appear as who they are.
They appear as who they want to be, to fit the de-
scription of those who can dispense patronage to
them. This (patronage) could be either monetary
or non-monetary rewards from those who have
the power to dispense them.”
Cadogan says that in South Africa, his experi-
ence is this is much more prominent in what he
refers to as the “out-group” people. “In every sit-
uation, there is an ‘in-group’ and an ‘out-group,’
and in South Africa, the out-group people are,
in most instances, women and black people,”
he notes. “They are not able to be who they are.
So, at the Centre for Courageous Authenticity in
Leadership, we assist leaders to be more of who
they are and help them develop courage and au-
thenticity. It all can be linked to who they want
to be and what impact they want to have. This
can be impact on their family, impact on their
team as an executive leader, impact on the busi-
ness unit, impact on the enterprise, impact on
society—it could be a country, a village, a re-
gion, a number of countries. It could even be
impact across Africa.”
Cadogan recently presented at Novartis’ Africa
University. Afterward, I sat down with him
to discuss leadership skills and obtain specific
insights on leading in Africa.
Q: What is your values-based leadership
approach?
A: Sometimes we don’t really know what it means
to have organizational values. And sometimes sim-
ply because an organization does not articulate its
values, we assume it doesn’t have any. Sometimes
organizations have values they put up on the wall
yet never demonstrate. We call these “espoused
values”—these are the values they wish to have, but
often don’t practice, because they are not aligned
with their belief system. Values-based leadership is
leadership that emerges out of a deliberate process of
values creation, and holding leaders accountable for
them, including making it a requirement to display
thesevaluesinordertobepromoted,earnrisk-based
pay, and even keep one’s job as a leader.
We need to build organizations around deliberate
values that have been designed and thought through
by everyone in the organization. Behaviors or deci-
sions made by leaders must be made in alignment
with the values they want everyone to share and
that they themselves believe in. It’s about the way
you hire people, the way you manage those people
across the lifecycle of the organization, and the way
they exit. It’s about the investments you make, the
markets you enter, the markets you don’t enter, the
structure of the organization, whether it becomes
capital intensive or labor intensive, and for what
purpose. It’s also about whether you pay bribes or
you don’t; it’s about the role you want to play in soci-
ety as an organization.
Q: Are there unique characteristics needed to
be an effective leader in Africa?
A: Not exactly. One of the things I’ve noticed in
looking at global leadership development is that
there are more noises made—even in the U.S.
and some parts of Europe—about going back to
humanity and humanness, valuing what we call in
Africa ubuntu, “I am because you are.”
There’s a lot of global questioning of the current
and prevailing values in organizations. Leaders
have to be much more aware of the environment
in which they operate. From global sustainability
to climate change and other issues that are not nar-
rowly business, leaders are showing a global shift
Frank Waltmann is
head of Corporate
Learning at
Novartis, a Swiss
pharmaceuticals and
life sciences company.
GOODNEWS
CADOGAN

29. toward becoming much more conscious. So, leading
in Africa is the same as leading in China, in Asia, in
Europe, in the U.S., and in South America.
Q: There must be some unique challenges in
Africa.
A: There is a history around how the rest of the
world deals with Africa. And that history involves
seeing Africa as a backward group of people, see-
ing Africa as a continent that can be dealt with in
the parent-child mode, where Africa must fit in
with whatever the developed world has put on its
agenda. That’s what makes it challenging to be a
leader in Africa—because now suddenly you have
to treat Africans as equal partners, collaboration
partners. At the end of the day, it’s about sustain-
ability. So you want leaders who have an impact
today, tomorrow, and forever—not leaders who
are just going to deliver on quarterly results.
Speaking from a Western point of view, as a
leader representing a multinational, I may not
have as long a tenure in Africa as I thought, be-
cause I have to transfer skills to others who are
Africans so they can continue to lead the best way
they know.
Q: Are there misconceptions or myths about doing
business in Africa that should be corrected?
A: Yes. There is this myth around thinking that
Africans are all the same. There are regional dif-
ferences in Africa. There are country-specific
differences within each country; there are also ma-
jor tribal and language differences. In South Africa
alone, we have 12 official languages, and there are
more than 200 languages in Nigeria. The diversity
one has to contend with compared to Europe, for
example, is much more complex. Just by crossing
a river, you may end up speaking a different lan-
guage, while you can travel for miles and miles in
the U.S., and you’ll still be speaking English.
Q: Do you have an example of effective leadership
in Africa?
A: The story of South African Revenue Services is
an example of an organization rising from the ash-
es;itis areflectionofqualityleadership.Iremember
when we launched a program called Siyakha, which
means “we are building.” Launched by the com-
missioner at the time (who is currently the Minister
of Finance), the program involved more than 300
internal consultants who became part of the trans-
formation process. In other organizations, the big
consulting firms usually come in, survey the place,
implement new processes, and leave employees
with the skills to do things. We did it differently.
Yes, we did have two or three big consulting firms
over the 10 years we were going through this, but
they were there to support us as we built our own
internal culture.
It’swrongwhenyouhandovertheleadershipofthe
organization to the consultants and they define the
agenda, do things for you, and walk away with the
blueprints. That means every time you need revolu-
tionary change, you have to invite them in again.
Q: How do you measure success?
A: I see it as a social behavior shift. That is my
No. 1 measure for the success of the South African
Revenue Services. Before 1994, cheating on your
taxes was like a national sport. It was something that
was boasted about at dinner parties. But after we
went through the research process, it became clear
we needed to do three things:
• Educate taxpayers to understand what taxes are
all about.
• Improve service, making sure that all the tax-
payers can be reached and can reach Revenue
Services so it can do what is necessary.
• Enforce the rules while keeping in mind that
enforcement is expensive and doesn’t change be-
havior (in a sustainable way) because you coerce
society to conform to rules they don’t like.
Q: How can a program like the Africa University
benefit Novartis?
A: I like the approach that focuses on the indi-
vidual, the leader, and getting them to answer
the question, “Who am I?” so they are not sur-
prised by their actions, thoughts, decisions, and
the choices they make. I expect Novartis to get
more capable leaders from this, leaders who are
not only aware of themselves but aware of their
surroundings within the global context. These
leaders will understand that even if they’re from
one part of Africa operating in another part of
Africa, or from Europe and operating in Asia,
they will be equally competent wherever they are,
because they have a deliberate process, a way of
dealing with themselves, their team, the organi-
zation they serve, and others.
This is an 18-month program, and it allows lead-
ers to immerse themselves in a work environment
and apply each block of learning, and reflect on it,
change course, and see what it is they can change
and do better. I expect they will be less fearful of
trying new things, and I am sure it will build more
authentic leaders who are not afraid to show up on
Monday morning. t
training JANUARY/FEBRUARY 2014 | 27www.trainingmag.com

30. 28 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
L
yndon B. Johnson was president. The Animals’ “The House of the Ris-
ing Sun” and Roy Orbison’s “Oh, Pretty Woman” topped the song charts,
while Mary Poppins ruled the cinema. A gallon of milk cost $1.06. People
called on rotary phones. Magazines such as Life and Look cost 25 to 35
cents an issue.
It was fall 1964 as Training magazine debuted its inaugural September/October is-
sue. Fast-forward 50 years, and the U.S. has its first African-American president in
Barack Obama. Singers such as Miley Cyrus and Lady Gaga continue their eyebrow-
raising antics. A gallon of milk costs nearly $4. Millions of people communicate via
smart phones. And a large majority of magazines have gone entirely digital.
Much has changed over the last 50 years—both in the world and the training
industry—and Training magazine has been there every step of the way. From
classroom training to virtual training, simulations, online learning, social learn-
ing, and more, Training has detailed the solutions, case studies, and best practices
Learning professionals need to succeed. As Training magazine celebrates its 50th
anniversary, we thought you would enjoy a blast from the past with a retrospective
of covers through the years. Here’s to another 50 years of Training!
Training Is GoldenLooking back through the years as Training magazine
celebrates its 50th anniversary. BY LORRI FREIFELD
1964 1974 1984

31. training JANUARY/FEBRUARY 2014 | 29www.trainingmag.com
1994 2004
1. What magazine did Training’s first
owner, Gellert Publishing, also publish?
a. PhotoMethods
b. CLO
c. Billboard
d. Supermarket News
2. From what company did Lakewood
Media Group purchase Training in 2010?
a. Advanstar Communications
b. Bill Communications
c. The Nielsen Company
d. VNU
3. What has been Training magazine’s
most requested reprint over the years?
a. “The Care and Feeding of Trainers”
b. “Using Subject Matter Experts in
Training”
c. “Constructing Tests that Work”
d. “30 Things We Know for Sure About
Adult Learning”
4. In what year was Training’s first
Industry Report published?
a. 1982
b. 1970
c. 1989
d. 2000
5. What two animals did Training
feature on its cover in 2008-2009?
a. Monkey and cat
b. Penguin and horse
c. Dog and parrot
d. Cow and rabbit
6. What was the theme of the
2011 Training Top 125 Gala?
a. It’s a Small World
b. Belles & Beaus
c. Anchors Aweigh
d. The Crystal Ball
7. What kind of dogs does Training
Editor-in-Chief Lorri Freifeld have?
a. Miniature collies
b. Malteses
c. Miniature dachshunds
d. Golden retrievers
8. Who on the current Training team
has been associated with the magazine
the longest?
a. Julie Groshens
b. Phil Jones
c. Mike Murrell
d. Lorri Freifeld
TRAINING TRIVIA
2014
1.a
2.c
3.d
4.a
5.b
6.d
7.c
8.bANSWERS:

32. 30 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
iffy Lube International, Inc., put the train-
ing pedal to the metal, roaring into the No. 1
spot on the 2014 Training Top 125. The 100
percent-franchised organization’s aligned and
Jiffy Lube
Revs Up
to No. 1
J
#1 JIFFY LUBE INTERNATIONAL, INC.
The vehicle maintenance company locks up
the top spot on the 2014 Training Top 125.
BY LORRI FREIFELD

33. focused approach to training—in particular, training on
new services, customer service skills, and leadership—
has resulted in a 900 percent increase in the number of
stores at 100 percent certification, a reduction in turn-
over, and a 93 percent approval rating by franchisees.
Furthermore, Jiffy Lube has experienced eight consecu-
tive years of increased average revenue per customer and
improved customer service scores.
“Training is one of the cornerstones of success for Jiffy Lube
International,” stresses Steve Ledbetter, president of Jiffy Lube
International. “Our comprehensive, fit-for-purpose program
allows us to consistently drive excellence to our franchi-
sees and throughout the organization. Our robust training
program ensures that everyone who works in the Jiffy Lube
System has a sound foundation to match the excellent cus-
tomer experience our customers have grown to expect when
entrusting their vehicle to a member of the Jiffy Lube service
center team. Jiffy Lube will continue to make training a top
priority to further drive excellence.”
GROWTH DRIVERS
According to Ken Barber, manager, Learning & Devel-
opment, Jiffy Lube International has one primary goal:
“to deliver growth to our Jiffy Lube franchisees.” Barber
says Jiffy Lube strives to achieve this goal through three key
pillars:
1. The Customer Value Proposition (CVP). The brand’s core
promise is: Jiffy Lube believes every driver deserves to be free
from the anxiety of keeping his or her vehicle in top shape. To
help customers “Leave Worry Behind,” Jiffy Lube is commit-
ted to providing a high-quality, worry-free service experience
that gives customers peace of mind, and reassures them that
Jiffy Lube gets the job done right. To help fulfill this promise,
Barber says, Jiffy Lube requires all service center technicians
to undergo training and achieve appropriate certifications.
Each technician is required to participate in a robust training
program, including a comprehensive computer-based cur-
riculum and hands-on training at the service center.
2. Network Development. Jiffy Lube’s training programs are
one key to attracting new franchisees, providing the training
needed for a successful business, Barber notes. “As the train-
ing programs have developed, the Jiffy Lube system overall
has experienced positive store count growth. Jiffy Lube Uni-
versity is a tremendous resource to prospective franchisees
seeking an effective tool for training their employees.”
3. Operational Excellence. Delivering a consistent, excellent
customer experience further ensures Jiffy Lube helps custom-
ers “Leave Worry Behind.” Jiffy Lube University emphasizes
a focus on the customer experience and helps teach service
center employees how to contribute to a positive experience.
Barber says training’s contribution is seen in consistently
higher customer service scores over the last eight years to the
current overall positive response level of 90.6 percent. Jiffy
Lube University also is reinforced in the current national
advertising campaign entitled “Well-Trained Technician,”
which raises awareness for its customers about the training
Jiffy Lube technicians receive.
ACCELERATING SOLUTIONS
Jiffy Lube’s greatest training needs in 2012/2013 were met by
two of its most effective training programs. Both represented
www.trainingmag.com
JIFFY LUBE INTERNATIONAL, INC., (JLI) executive team, from left:
Steve Ledbetter, president, JLI; Istvan Kapitany, president, Shell
Commercial Fuels and Lubricants, Americas; and Ken Barber, manager,
Learning & Development, JLI. Henry H. Flores, Shell Global Learning
Manager, External Customers North America, is pictured on p. 34.
training JANUARY/FEBRUARY 2014 | 31

34. technical challenges and required innovative solutions,
Barber says. The two training needs were:
1. A training program to address the communication and
sale of specialty oil products
2. Technical training for new services offered through Jiffy
Lube Brakes and Services
Even though numerous vehicle manufacturers recommend
the use of specialty oils such as synthetic and high-mileage
motor oils, in late 2011 Jiffy Lube’s proportion of specialty
oils to total motor oil sold was low. “The statistics indicated
that Jiffy Lube service center technicians were not effectively
communicating the benefits of specialty motor oils,” Barber
says. “As an educational discussion surrounding specialty
motor oil can be complex and somewhat confusing, our
strategy was to develop a simple, concise approach that every
Jiffy Lube Customer Service Advisor (CSA) could execute
effectively.”
The Jiffy Lube University Learning Team leveraged best
practices gathered from select franchisees to develop a com-
munications strategy for educating Jiffy Lube customers. The
communications approach focused on the Jiffy Lube Customer
ServiceAdvisorofferingtheappropriatespecialtyoil,alongwith
its benefits, at the start of the conversation. The 12-member
Training Committee (which includes eight members from the
Jiffy Lube Association of Franchisees) reviewed the approach to
ensure relevancy across the system.
Jiffy Lube University then developed an e-learning course fo-
cusing on specialty oil products. A companion instructor-led
(ILT) course, “Empower the Customer – Oil Selection,” was
designed to educate Jiffy Lube CSAs on the benefits of motor
oils so they could better communicate with customers based
on their vehicle manufacturer recommendations and driv-
ing habits—ultimately empowering customers to make the
optimal oil selection for their vehicle. The ILT included an
32 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
FAST FACTS
• Total number of Jiffy Lube International, Inc., employees and
service center employees trained overall annually: 20,000
• Average length of employee service: 12 years
• Percentage of job openings filled by internal candidates:
90 percent
• Percentage of new hires referred by employees: Approximately
80 percent
• Total number of employees and independent
contractors⁄franchisees trained annually via instructor-led
classroom sessions: 3,000
• Total number of employees and independent
contractors⁄franchisees trained annually via online, self-paced
study: 20,000
• Number of courses offered as instructor-led classroom
sessions: 9
• Number of courses offered as instructor-led virtual classroom
sessions: 4
• Number of courses offered as online-self-paced modules: 120
• Total hours of training taken in 2013: 2.2 million
THE JIFFY LUBE UNIVERSITY (JLU) Training Team.
#1 JIFFY LUBE INTERNATIONAL, INC.

35. We believe there’s always more we can achieve,
more potential to unleash. There are passions to
ignite, dreams to dream, and worlds to change.
That’s why we have a company-wide team of
experts championing world-class development.
Why we have our learning center—Capital
One®
University. Why associates we hire
today perform even better tomorrow.
And why the customer experience
we deliver is always top-notch.
Congratulations to our team
for once again making
Training’s Top 125.

36. interactive component, whereby par-
ticipants maximized interaction and
learning through role-playing in
smaller breakout sessions. A virtual
instructor-led training (VILT) ver-
sion of the course was developed,
using the Blackboard Collaborate
platform for delivery in smaller
markets.
Since January 2012, more than
10,000 Customer Service Advisors
and store managers have completed
the online specialty oil course, Bar-
ber says. And more than 3,300 Jiffy
Lube service center technicians have
attended the Empower the Customer
– Oil Selection classes (ILT and
VILT). “More than 80 percent of
the Jiffy Lube service centers have
adopted the communications approach,” Barber says, “and
the specialty oil mix increased from 20 percent in January
2011 to 45 percent in July 2013.”
Committed to meeting consumers’ needs, in 2012, Jiffy
Lube expanded its service offerings to include Jiffy Lube
Brakes and Services at select service centers nationwide. To
deliver these new services, Barber says, highly trained Jiffy
Lube service center technicians were certified to provide even
more preventive maintenance services,
including brakes, tires, engine diagnos-
tics, steering and suspension, and drive
train. Training played a critical role in
the successful implementation of these
new services. The Jiffy Lube University
Training Team needed to deploy a full
technical library of courses to train
Jiffy Lube technicians on the new
services and to prepare them for an
Automotive Service Excellence (ASE)
certification exam. Barber says the
training had to be effectively deployed
to train technicians in 25 percent of the
2,000 stores in the first year. The pro-
cess also had to protect the Jiffy Lube
brand by assuring that every franchise
followed consistent, quality standards
when rolling out the new offering.
To address this new technical training, Barber says Jiffy
Lube International elected to leverage off-the-shelf training
courses developed by Adayana, a key Jiffy Lube vendor, rather
than developing curriculum. “Leveraging existing material
enabled Jiffy Lube International to roll out the e-learning
courses in less than three months,” Barber notes. “Over the
course of 2013, Jiffy Lube International provided training for
eight technical services. Jiffy Lube service center technicians
from 500 stores completed more than
100,000 e-learning modules during 2013 to
prepare for offering the new services.”
FUELING LEADERS
One of the greatest challenges Jiffy Lube
franchisees and virtually every company
faces is the need to develop leaders, Bar-
ber notes. For Jiffy Lube, the most crucial
area of need is the store manager level.
“Two years ago, we determined that we
needed to expand our training for manag-
ers and assistant managers,” Barber says.
“Rather than tweak existing content, we
took a fresh look at the entire curriculum.
To ensure that Jiffy Lube University’s lead-
ership training would be a valuable tool
for managers, we researched training pat-
terns among managers in multiple markets
across the country. The result of the study
provided the foundation for our new Lead-
ership Training.”
The new training program specifically
designed for these key leaders includes 14
e-learning courses, a three-day Leadership
Training instructor-led class, and a Leader-
ship Challenge simulation, all of which are
required for certification. The “Day in the
Life of a Store Manager” simulation presents
34 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
QUICK TIPS
The Jiffy Lube University Training Team offers three recommendations to reduce costs
without compromising the quality of training:
• UTILIZE E-LEARNING AS MUCH AS POSSIBLE. While e-learning can be a big invest-
ment initially, in the long term, the approach is cost-effective. Jiffy Lube believes that
any subject that can be taught via e-learning should be. The benefits of e-learning
are clear: easy access, consistency of content, ability to update content quickly, and
the capacity for expanded use. In 2013, Jiffy Lube employees completed several
hundred thousand courses, 95 percent of which were e-learning; the cost per course
was less than 15 cents. Virtual instructor-led training (VILT) classes were used to
train a growing number of Jiffy Lube service center employees in Canada, eliminating
significant travel costs while conducting the training in a timely manner. Last year,
one Jiffy Lube University trainer conducted VILT sessions three weeks each month,
reaching 20 percent more staff and saving $100,000-plus in travel expenses.
• ALIGN WITH KEY VENDORS. Working with key vendors that know your business
and are able to run with projects to develop new learning content or reporting ca-
pability saves time and money. Staffing such functions internally can be expensive,
so the Jiffy Lube University Training Team works with InterCom to provide content
development. Additionally, Adayana serves as the company’s learning management
system (LMS) provider and report generator.
• EMBRACE VILT AS A DELIVERY METHOD. Virtual instructor-led training (VILT)
is a great way to use technology to deliver more training while saving on travel
and meeting costs. While there may be some technical issues to resolve, they
are manageable. The key is selecting the right platform and getting your facilita-
tors properly trained on the platform and VILT instruction techniques. Jiffy Lube
International uses Blackboard Collaborate as its platform and the Bob Pike Group
to train facilitators. Jiffy Lube now uses VILT as a standard training tool.
HENRY H. FLORES, Shell Global Learning
Manager, External Customers North America.
#1 JIFFY LUBE INTERNATIONAL, INC.

37. Serving approximately 620,000 clients takes cutting-edge training,
which our 60,000 associates embrace with enthusiasm. Their desire
to stay ahead of the curve — and never stop learning — has made
ADP a global leader in business outsourcing and cloud-based human
capital management solutions.
Congratulations to all of this year’s winners!
We’re honored to be among this elite group for
the seventh consecutive year.
We’re Proud [but not surprised]
HR. Payroll. Benefits.
ADP, the ADP logo and In the Business of Your Success are registered trademarks
of ADP, Inc. Copyright © 2014 ADP, Inc. All other logos and trademarks are the
property of their respective owners. © ADP, 2014
ADP.COM

38. the manager and/or assistant manager with a series of scenarios
where they learn and practice the skills they need to succeed.
Learners earn points based on the quality and timeliness of the
answers. A minimum score is required to fulfill the Leadership
certification. After receiving the certification, managers and/or
assistant managers can play as often as they like to earn a place
on the “JLU Leader Board.”
Team Leader training includes a problem-solving module in
which Team Leaders must apply their knowledge of “floor con-
trol”inavirtualservicecenter.TheTeamLeaderthencontinues
with on-the-job training and a proficiency examination.
The Leadership Training covers key factors in developing a
winning team.
In 2012, more than 13,000 Jiffy Lube employees earned the
Team Leader certification; 2,622 earned the Management
certification; and 1,400 earned the Leadership certification.
In the last three years, Barber says, the certification level for
Team Leader has increased from 52 percent to 92 percent;
Management Training has increased from 63 percent to 114
percent, and Leadership Training has increased from 25 per-
cent to 100 percent.
Over the last four years, the turnover rate for technicians
system-wide has decreased by 45 percent, with the improve-
ment in supervisor skills contributing to that reduction,
Barber says, resulting in a significant financial benefit to the
organization.
DELIVERY OPTIONS
The use of gaming increasingly is an effective and attractive
training option for Jiffy Lube, Barber says. For years, Jiffy
Lube training has included a simulation built around a “Vir-
tual Garage” where employees experience a change in roles
when the service center team changes from a five-person to a
four-person to a three-person team. “The visual nature of the
simulation simplifies learning and continues to hit the mark
with service center employees,” Barber says.
To reinforce the Jiffy Lube Customer Value Proposition,
in 2013, Jiffy Lube International teamed up with training
and development agency LIBRIX to develop an entertain-
ing animated competition powered by LIBRIX’s cloud-based
gaming engine and featuring racecar driver “Jiffy Jackson.” A
combination of animation and video footage, the Customer
Value Proposition learning module is followed by a short quiz
related to the topic. Service centers earn points and qualify
for prizes and recognition. To date, more than 90 percent of
the Jiffy Lube stores have visited the learning module.
Looking ahead, Barber says the three items on Jiffy Lube’s
training wish list include:
• Greater use of mobile and simulation platforms
• Multi-language modules
• Tablets for use by Jiffy Lube employees during ILT
sessions
“These have been on our radar screen for some time,”
36 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
Congratulations
to Capital BlueCross on reaching the Top 5!
To our colleagues at Capital BlueCross,
and to all of Training magazine’s Top 125
honorees, congratulations on earning
this outstanding recognition.
#1 JIFFY LUBE INTERNATIONAL, INC.

39. carpet | area rugs | tile & stone | hardwood | laminate | resilient | shawfloors.com
Shaw Learning Academy is a true business partner committed
to engaging our Associates and driving impactful business results.
From all of us at Shaw Industries, thanks for your guiding hand.
SLA is consistently in the Top 125 because of its dedication to supporting
Shaw Industries and our customers to foster an environment of great people,
great products and great service. always.
It’s a distinct honor to be named
a Training Top 125 award winner
for the 10th
consecutive year.

40. Barber notes. “The majority of e-learning training is conduct-
ed from store computers or personal computers. Jiffy Lube
International currently is modifying all e-learning courses
to ensure compatibility with smart phones and tablets. All
management training will run on tablets in 2014, and other
courses will follow. We anticipate the ‘Day in the Life of a
Store Manager’ simulation will lead the trend toward more
use of smart devices of all kinds.”
TEST TRACK
No matter how training is delivered, the Jiffy Lube University
Training Team measures training results in two categories:
learning metrics and business metrics. Jiffy Lube University
launches, tracks, and reports on usage and completion data
for more than 130 e-learning modules in addition to ILT and
VILT courses. The Learner and Manager portals available
through Jiffy Lube University are heavily branded to provide
an interesting and engaging learning environment.
In the Learner Portal, the Jiffy Lube employee follows the
training Roadmap, which allows learners to take charge of
their development and accelerate their preparation for a store
manager position or beyond. The Manager portal provides
such reports as a Certification % Dashboard that can be
filtered based on multiple criteria. This color-coded report
reflects at or above target results in green, those between 51
percent and 99 percent of target in yellow, and those below
50 percent in red. The colors make it easy to identify prob-
lem areas and generate actions for improvement, Barber says.
“Jiffy Lube University provides the ability to print certificates
of completion locally, so employees can be recognized for
their training accomplishments on the spot.”
In 2013, Jiffy Lube employees conducted more than 2.2 mil-
lion hours of training, which reflects a 200 percent increase
over five years, Barber says. The Jiffy Lube reporting system
tracks training certification levels for individuals, stores, and
franchise entities. Since the reporting system went into place
in 2008, the overall certification level has improved by 90
percent system-wide.
While learning metrics are a valuable tool, business met-
rics represent a more important measure of success, Barber
stresses. The Jiffy Lube University Training Team strongly
believes training metrics should align with business goals
and objectives.
JLU provides the “Big Data” needed to assess the relation-
ship between training and business metrics such as employee
turnover and retention, customer service scores, average rev-
enue per customer, and franchisee feedback, Barber notes.
“The system even allows us to calculate the return on in-
vestment for training. Over the last eight years, we have seen
steady increases in all of these metrics, which have strength-
ened the Jiffy Lube brand and helped it remain an industry
leader.” t
38 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
No fish sandwiches here at Quicken Loans,
just lots of rods and reels.
Teach that man to fish, and
you feed him for a lifetime.
Give a man a fish, and you feed him for a day.
We’re honored to be ranked
among the “Training Top 125”
for the fourth consecutive year. Equal Housing Lender, licensed in all 50 states, NMLS #3030.
QuickenLoans.com
#1 JIFFY LUBE INTERNATIONAL, INC.

41. northwesternmutual.com
Northwestern Mutual is proud to be
named to Training magazine’s Top 125.
At Northwestern Mutual, success is built on our biggest
asset: our people. That’s why we’re committed to training and
development programs that span all phases of one’s career.
Because an investment in lifelong learning is how you turn
the corner, not just see opportunities around it.
Northwestern Mutual is the marketing name for The Northwestern Mutual Life Insurance Company, Milwaukee, WI (NM) and its subsidiaries. Securities offered through Northwestern Mutual
Investment Services, LLC, broker-dealer, registered investment adviser, subsidiary of NM, member FINRA and SIPC. Training magazine January/February 2014. NCAA is a trademark of the
National Collegiate Athletic Association. (1213)

42. The real estate franchise’s strong showing in productivity, leadership, and
growth training initiatives lands it in the No. 2 spot. BY LORRI FREIFELD
40 | JANUARY/FEBRUARY 2014 training www.trainingmag.com
KELLER WILLIAMS REALTY executive team (from left): Mark Willis, CEO;
Mo Anderson, vice chair of the board; Gary Keller, chair of the board;
Mary Tennant, president; and Chris Heller, president of KW Worldwide.
eal estate franchise Keller Williams Realty
started 2013 with three ambitious goals. First,
to increase its agent count by 8,000 associates.
Second, to increase its per-agent commissions
by 20 percent. And third, to make sure at least
92 percent of its franchise offices were making a profit.
The company exceeded all of these goals, and Keller Williams
Realty CEO Mark Willis says training and coaching have been
integral to the record success, which included adding 12,000
agents, increasing commissions by 32 percent, and attaining
95 percent profitability year to date. Keller Williams is now the
largest real estate franchise by agent count in North America.
“Here’s how training and coaching fit in,” Willis explains.
“Agents join our company first and foremost for the educa-
tion we provide. New agents receive critical training that
enables them to move into production immediately by learn-
ing and implementing the programs, models, and systems
that co-founder and Chairman Gary Keller has developed
through his bestselling books such as ‘The Millionaire Real
Estate Agent.’”
R
Keller Williams
Is on the Move
#2 KELLER WILLIAMS REALTY, INC.