Training Magazine, the leading trade publication of America’s corporate training industry, selected an article by 2logical Chief Executive Officer Joseph Gianni to feature on its website.

Training reaches more than 40,000 decision-makers in training, learning, human resources, and performance roles in training companies and major corporations across the country.

The article, “Instructional Design: Results-Based vs. Results-Capable,” discusses the need to move away from programs centered on skill gap training to address the belief gaps that restrict employee performance and hinder a company’s growth.

“No company can compete when its work teams are only capable of delivering one set result,” Gianni writes. “This one-dimensional, results-based thinking no longer works in a marketplace that demands multi-dimensional capabilities to win.”

Training employees to close one skill gap after another prevents companies from moving smoothly from one challenge to the next, Gianni writes. “Today, companies that want to compete in a global marketplace need to create a results-capable workforce—a team of people who can move with the tide, accept and internalize new strategies, and execute change with confidence.”

Gianni describes the best employees within an organization: people who are willing to accept personal responsibility for their own success, and who are committed to getting results from their actions every day. “They have the self-confidence and self-esteem required to allow them to become highly adaptable,” he writes. “They believe they are capable.” He goes on to state that such a mindset can be taught: “Not only can it be taught, but it must be taught in American companies are to keep up with global competition.”

The full text of the article is available online at http://www.trainingmag.com/article/instructional-design-results-based-vs-results-capable.

ABOUT 2LOGICAL: For more than two decades, 2logical has helped leaders at all levels of the organization increase both their personal productivity and their team’s effectiveness. As a result, business leaders in more than 39 countries and within 40 percent of the largest Fortune 500 companies have leveraged 2logical’s expertise. Built upon more than two decades of practical experience and research involving executive leaders, divisional managers, top sales managers, customer service managers, human resource professionals, executive trainers, psychologists, educators and human performance specialists, 2logical’s approach far transcends the traditional approach to employee development. 2logical not only addresses fundamental skill gaps, but also —- and more importantly -— focuses on closing the underlying belief gaps that ultimately are the root cause of virtually all employee performance issues. This proprietary process is so effective that it has been profiled in both CLO Magazine and Training Magazine.

For more information about 2logical, contact David Naylor at 585-262-6931 or at dnaylor@2logical.com.

BIC Magazine, the Western Hemisphere’s largest multi-industry energy publication, selected an article by 2logical Executive Vice President David Naylor for its September 2011 issue.

BIC Magazine reaches more than 120,000 readers in the petrochemical, refining, construction, power generation, and pulp & paper industries.

The article, “Transforming Engineers Into Leaders,” addresses the issues that arise when highly effective engineers are promoted to positions of management. “The transitions from frontline engineer to manager can be far from seamless,” Naylor writes. “The skill sets that made them great engineers do not translate into the skills that will make them great managers of others.”

Engineers often stumble when they are expected to teach and mentor others—-in essence, to duplicate themselves, Naylor says. “The aspects of leading people are outside of an engineer’s process-oriented comfort zone,” he writes. “We want the high-performing engineer to create more high-performing engineers who can succeed at the same level. Instead, the engineer-turned-manager falls into one of the three most prevalent management traps.”

Naylor describes these traps—-functional management, hard-line management, and micro-engineering management—in detail in the article. “To get past these obstacles, the engineer-manager needs to make an important transition: from management to leadership,” he says. “We manage things, not people. People need to be led, and that’s a completely different process.”

The full text of the article is available online at http://epubs.democratprinting.com/display_article.php?id=819450.

ABOUT 2LOGICAL: For more than two decades, 2logical has helped leaders at all levels of the organization increase both their personal productivity and their team’s effectiveness. As a result, business leaders in more than 39 countries and within 40 percent of the largest Fortune 500 companies have leveraged 2logical’s expertise. Built upon more than two decades of practical experience and research involving executive leaders, divisional managers, top sales managers, customer service managers, human resource professionals, executive trainers, psychologists, educators and human performance specialists, 2logical’s approach far transcends the traditional approach to employee development. 2logical not only addresses fundamental skill gaps, but also—and more importantly—focuses on closing the underlying belief gaps that ultimately are the root cause of virtually all employee performance issues. This proprietary process is so effective that it has been profiled in both CLO Magazine and Training Magazine.

For more information about 2logical, contact David Naylor at 585-262-6931 or at dnaylor@2logical.com.

When Konica Minolta recognized that significant changes in the business products industry required more sophisticated, consultative services, the company turned to 2logical to take its sales force to the next level. Moving beyond the traditional approach of selling multifunctional printers, Konica Minolta’s sales force needed to learn to advise clients on their entire business process, to determine the most comprehensive solutions for their specific office workflow and environment.

To make this transition effectively, training needed to take place simultaneously on two levels. Salespeople needed the skills to approach customers and prospects as consultants, offering solutions that help their business processes run more effectively. At the same time, sales managers needed to learn to act as coaches and mentors to their salespeople, to sustain and bolster their people’s ability to reach the company’s goals—and their personal goals in the process. 2logical — Konica Minolta’s long-term leadership and sales training partner — developed a customized, 360-degree program to develop both sales managers and salespeople. The result is Propel, a curriculum that benchmarks effectiveness at the beginning of the process, provides more real-time feedback, and implements tools to help each participant’s progression through the program.

2logical began by benchmarking the organization’s current state, examining the organization’s skill levels and the beliefs each person maintained about their own ability to succeed. 2logical then built a curriculum that included the necessary skill set training coupled with the company’s revelatory training at the belief level, with follow-up training to sustain the learning process.

At the same time, 2logical drew from its extensive experience to devise a leadership training curriculum for Konica Minolta’s sales managers, and followed this training with webinars, conference calls and one-on-one coaching.

“We had a very specific end goal, beyond increasing sales,” said David Naylor, 2logical executive vice president. “We worked to create a learning culture, making Konica Minolta a leader in people development as well as in technology development. This makes the company more attractive to managerial candidates, allowing Konica Minolta to attract a higher level of talent to their leadership. Thanks to the company’s commitment to Propel, Konica Minolta can attract, retain, and advance people more effectively.”

2logical’s tools helped reshape the culture of Konica Minolta’s sales organization, by defining each salesperson’s high payoff activities within their new role. Propel provides the tools sales managers need to implement individual development plans, creating a more focused coaching and mentoring process based on each individual’s goals and performance. Perhaps most important, Propel provides managers with the tools they need to increase acceptance and support for the new strategy across the board—from tenured salespeople to new hires.

“As I look at my current methods and consider where I need to lead my team, it shows me the culture that I started to create a year ago when I was promoted,” one Konica Minolta sales manager wrote in his evaluation of the 2logical training. “A culture that is leader driven, but more importantly focuses on accepting ultimate responsibility and high payoff activities. As I spoke to my team on Monday morning, I realized that I knew nothing of their goals, personal or professional, nor had I ever tried to replicate my efforts as a rep. I am going to schedule half day meetings with each member of my team to start this process so I can do my part to be the leader that I signed up to be. I thank you for the clarity and direction that you added.”

With sales managers ready to execute the new strategy, 2logical took the next step: redesigning the sales training process with an emphasis on new employee onboarding and orientation. Each new salesperson now receives training to become a consultative Account Executive to Konica Minolta customers and prospects, focusing from the first day on solutions that sell business products, increase customer satisfaction, and build brand loyalty and long-term relationships.

At the end of the training, one new sales manager sent this message to the 2logical team: “Being new in this company and facing the need to create a culture change on my team has, for the first three weeks of my employment here, been weighing on me… I haven’t doubted, in any way, that I am capable of doing this, but I have, honestly, dreaded the fact that this change is so needed and the team is filled with people that have been ingrained in this culture for years. At my previous company, I was tasked with this very thing many times and have experienced the resistance, so I know the task will not be an easy one. It requires holding true to what is right and best for all on a consistent basis and it takes ‘grit’ to hold strong to opposition, when you feel like you are the only one with the vision. I questioned if I had the ‘want’ to really set about affecting this much change. However, your class reminded me that, as a leader, I don’t have the option to falter, but have to create a path and be the one in front leading others forward. It reminded me that I am blessed by being the one that has the ability to do this and this is truly an opportunity rather than a dreadful task. I walked away excited about being the one to raise the bar and reminded of my leadership responsibilities to the company and those around me in maximizing my potential and setting the proper example.”

ABOUT 2LOGICAL: For more than two decades, 2logical has helped leaders at all levels of the organization increase both their personal productivity and their team’s effectiveness. As a result, business leaders in more than 39 countries and within 40 percent of the largest Fortune 500 companies have leveraged 2logical’s expertise. Built upon more than two decades of practical experience and research involving executive leaders, divisional managers, top sales managers, customer service managers, human resource professionals, executive trainers, psychologists, educators and human performance specialists, 2logical’s approach far transcends the traditional approach to employee development. 2logical not only addresses fundamental skill gaps, but also—and more importantly—focuses on closing the underlying belief gaps that ultimately are the root cause of virtually all employee performance issues. This proprietary process is so effective that it has been profiled in both CLO Magazine and Training Magazine.

For more information about 2logical, contact David Naylor at 585-262-6931 or at dnaylor@2logical.com.

2logical, a worldwide sales and leadership training company with its headquarters in Rochester, NY, has been selected for TrainingIndustry.com’s prestigious 2011 Sales Training Companies Watch List.

TrainingIndustry.com compiles its Sales Training Companies Watch List by monitoring the training marketplace for the best providers of training services. The list “is intended to help buyers of training services evaluate sales training providers,” the website explains.

The 20 companies on the list were selected from thousands of training companies across the United States. 2logical debuted on the 2011 list because of the company’s innovative, belief-level approach, the quality of its clients, and its ability to apply its solutions to specific vertical markets.

Since 1986, 2logical has helped salespeople and leaders at all levels of an organization increase both their personal productivity and their team’s effectiveness. As a result, business leaders in more than 39 countries and within 40 percent of the largest Fortune 500 companies have leveraged 2logical’s expertise.

2logical’s clients have included multinational banks, worldwide energy and technology companies, health insurance providers with offices across the United States, automobile manufacturers, office equipment companies and many others.

Built on more than two decades of practical experience and research, 2logical’s approach not only addresses fundamental skill gaps, but also —- and more importantly —- focuses on closing the underlying belief gaps that are the root cause of virtually all employee performance issues. This proprietary process is so effective that it has been profiled in both CLO Magazine and Training Magazine.

For more information about 2logical, contact David Naylor at 585-262-6931 or at dnaylor@2logical.com.