Winning From Failing
- 3h 31m 2s
- Josh Seibert
- Gildan Media
- 2020
In the real world, adults don't learn by memorizing facts. There's a natural learning progression from acquiring knowledge to the application in the work role, to developing skills, to adopting new, productive habits. It looks like this: Knowledge > Application > Skills > Habits > Results = Learning. Inevitably, there are failures along the way. These failures are part of the learning process...but too often, our learning initiatives, and our working cultures, make failure taboo. No one wants to be seen failing.
Josh Seibert's new audiobook Winning from Failing: Build and Lead a Corporate Learning Culture for High Performance shows company leaders how to harness the natural adult learning progression. His book shows sales leaders (and others) how to create, support, and sustain a workplace learning culture that measurably improves performance. Launching such a culture always starts with top management's recognition that it is it okay, even essential, for people to fail...within clearly defined boundaries. Winning from Failing is a proven road map for creating a high-performance learning culture in the workplace, based on the principles of the Sandler Selling System.
In this Audiobook
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Chapter 1 - To Change Results, Change the Culture
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Chapter 2 - A Dream Come True
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Chapter 3 - You Can't Lose What You Never Had
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Chapter 4 - The Guys on a Submarine
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Chapter 5 - Attitude is Not Enough
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Chapter 6 - The Sandler Success Triangle
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Chapter 7 - Practicing at the Wrong Time?
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Chapter 8 - Does This Ring a Bell?
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Chapter 9 - The Steps and the Staircase
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Chapter 10 - Going from Knowing to Owning
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Chapter 11 - The Missing Link
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Chapter 12 - The Four Roles
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Chapter 13 - Beyond Mighty Mouse
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Chapter 14 - The Paradigm Shift
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Chapter 15 - The Radical Proposition
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Chapter 16 - Two Kinds of Managers
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Chapter 17 - Stepping Out of the Drama
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Chapter 18 - “No Drama” Takes Some Practice
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Chapter 19 - Lead with Management
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Chapter 20 - The Three Accountabilities
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Chapter 21 - The First Commitment—Management
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Chapter 22 - The Second Commitment—Training
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Chapter 23 - The Third Commitment—Learning
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Chapter 24 - “Why are We Doing This, Anyway?”
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Chapter 25 - The Four Levels
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Chapter 26 - Meetings, Money, and Medals
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Chapter 27 - The What and the Why
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Chapter 28 - The ROI on Bricks and Mortar
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Chapter 29 - Four New Questions
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Chapter 30 - Benchmarking
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Chapter 31 - Connecting the Dots
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Chapter 32 - Certified Learning and the Culture of Success
