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As we move deeper into 2022, almost every company is feeling the cyberskills gap to some degree. Now with the cyber workforce gap hitting 2.72 million, it’s unsurprising that IBM research recently found that 83% of organizations have had more than one data breach.
With the workforce gap showing no sign of closing, training is becoming critical for employees to teach cybersecurity professionals the skills they need to thrive amid today’s complex threat landscape.
As the cyberskills gap continues to grow, more and more organizations are recognising the need to use training — rather than hiring — to fix the shortage.
“Studies continue to show that a cybersecurity staffing shortage is placing organizations at risk, and the skills shortage and its associated impacts have not improved over the past few years,” said Kevin Hanes, CEO of Cybrary, a cybersecurity skills training platform.
“Products and technology will not help solve this fundamental issue; rather, investing in people is key to narrowing the cybersecurity skills gap and helping to combat increasing burnout and human error,” Hanes said.
Hanes says that Cybrary is aiming to address these challenges by providing cybersecurity practitioners with the “right training at the right time” to equip them to respond to modern threats.
It does this by providing them with a platform they can use to access learning materials and prepare for professional certifications with scenario-based training and over 1,900 learning activities.
Cybrary is competing against a range of cybersecurity training providers that offer online, in-person training and boot camps. The provider sits loosely within the global IT training market, which researchers valued at $68 billion in 2020, and estimate will reach a value of $97.6 billion by 2026.
One of Cybrary’s competitors is Pluralsight, which offers a mixture of courses, skill-assessments labs, and hands-on learning developed by industry experts on subjects such as Microsoft Azure Deployment, AWS Operations and Ruby Language Fundamentals.
Pluralsight most recently announced raising $430.4 million in revenue in 2020.
Another competitor is Infosec, a cybersecurity training and security awareness training provider with over 2,000 resources, including over 1,400 cybersecurity courses and cyber ranges, and live boot camps with instructor-led training. According to Zoominfo, Infosec has raised $31 million in revenue.
However, Hanes argues that Cybrary differentiates itself from other solutions on the market by offering up-to-date learning material at a lower price point.
“Cybrary’s platform allows individuals and teams to skill up on their own time from anywhere in the world. And with the Cybrary Threat Intelligence Group (CTIG) and SMEs developing new content in real time, Cybrary users can be confident that we are providing them with high-quality training that covers the latest threats and vulnerabilities impacting the industry.”
Today, Cybrary announced it has raised $25 million as part of a series C funding round, bringing its total funding to $48 million following a $19 billion series B funding round in 2019.
The organization intends to use the funding to enhance its R&D across engineering, product and marketing teams, while growing the capabilities of the Cybrary Threat Intelligence Group.
More broadly, the funding highlights that investors are looking to security training as a potential solution to bridge the cyberskills gap.
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Pravin Yashwant Pawar, assistant professor of computer science at BITS Pilani’s Work Integrated Learning Programmes division, says full-stack developer roles have become one of the most sought after because of the tremendous growth potential and attractive pay-scales. “A survey conducted last year by popular online developer community platform Stack Overflow found that 50% of the respondents to the survey were terming themselves as full-stack developers. One can see over 10,000 job openings on popular portals for job hunters like LinkedIn, Glassdoor, Naukri and the like for fullstack skills for a wide range of experience levels,” he says.
What exactly is a full-stack developer? Ed-tech platform upGrad’s MD & co-founder Mayank Kumar says full-stack developers are proficient in both front-end and back-end development, and are also experts at a variety of coding niches – from databases to graphic design and to UI/UX management. Think of the backend as the plumbing of the website or app you are using that deals with data storage and processing, and the front end as the interface you interact with. It’s this versatility and ability to work on different aspects of web or app development that makes them so sought after.
Aspiring full-stack developers do need to be aware of a few potential hurdles during their journey though, says Girish Dhanakshirur, IBM distinguished engineer & CTO of IBM India Software Labs. And all of them relate to the rapid changes that take place in the tech world. “First, rapid innovation in browser and server technologies leads to languages and frameworks evolving quickly, hence they must constantly keep their skills current across several technologies. Second, as open-source libraries make up almost all full-stack frameworks, there will be instances when they are not updated. Full-stack developers should be willing to debug and update such libraries when bugs are found. Finally, at times, as part of transitions, developers will end up inheriting projects and source code developed in a language and framework different from the one they are familiar with. In such circumstances, full-stack developers should be able to skill up and switch to deliver on the projects. ”
Barry Garelick, a veteran educator and author, is one of the nation’s savviest observers of math education. Earlier this year, I wrote about his most exact book, Out on Good Behavior, and regular readers have encountered his occasional guest posts. Well, prompted by Liz Cheney’s brave role in the January 6 Committee, Barry recently wrote me to share some reflections about his time working on Capitol Hill when Cheney’s mom, Lynne Cheney, encountered steadfast partisanship in the disputes over math education. I found Barry’s take timely and evocative and thought I’d share it with you.
Like many people, I have been watching the January 6 Committee hearings. I have been struck by an irony that is particular to my own experience with ideology, politics, and partisanship as it applies to (wait for it) math education. Allow me to explain.
Liz Cheney has demonstrated her belief that the Constitution, and the oath public servants take to defend it, takes precedence over partisanship. What I find ironic about this goes back to my experience with the world of math education in which another Cheney—Lynne Cheney, Liz’s mother—was speaking out against what she saw as the sorry state of math education in the U.S. and was also confronted by partisanship.
I learned of Lynne Cheney’s involvement with math education in 2002 during a six-month assignment in the office of Sen. Ron Wyden (D, Ore.) while working for a federal agency in D.C. I was tasked with investigating what was going on in K-12 math education. I had extensive conversations with various mathematicians who were concerned with how math was currently being taught (referred to as “fuzzy math”) and was advised to follow what Lynne was saying about math education.
She was greatly respected by the (mostly) Democratic mathematicians with whom I had been speaking. She criticized the exact changes in instructional methods of teaching math which had been implicitly embedded in standards written by the National Council of Teachers of Mathematics in 1989 and revised in 2000. In a nutshell, the new standards discouraged memorization and were focused on having students “understand” math, rather than just “doing” math—as traditionally taught math is often mischaracterized.
The philosophy behind NCTM’s standards is at the root of what is called reform math. Central to reform math is the fixation on understanding and that it must come before learning the standard procedures lest the latter eclipse the conceptual underpinning of what makes the procedure work. The result has been confusion as students learn convoluted and inefficient strategies prior to learning the standard method. (More detail on this and related issues discussed here.)
Lynne Cheney championed traditionally taught math fundamentals along with the ways of reform math. While I was working on the Hill, she moderated a forum on math education, which was sponsored by the American Enterprise Institute. Two members of the panel were also opposed to the direction math education was taking. They both held Lynne in great regard, were not politically conservative, and did not care what her party affiliation was.
Critical to me at the time was the National Science Foundation’s role. NSF had awarded millions of dollars in grants for the writing of math textbooks that embraced NCTM’s standards and philosophy of math education.
Since Wyden was on a committee that had oversight of NSF, I thought it important to convey this information to Hill staffers involved in education. But when I started describing the situation to someone who worked for another senator on this same oversight committee, she responded with, “You sound like Lynne Cheney.”
The staffers in Wyden’s office reacted similarly. They had already heard from other Democratic staffers that it would be wise to stay away from the “fuzzy math/Lynne Cheney/Bush agenda” issue.
The result was that Wyden was never briefed on how (and excuse me for the phrase to follow) “the big lie” about math education was being perpetuated and implemented through the auspices of the NSF and taxpayer money. In short, Democrats didn’t want to take up an ideology embraced by Republicans.
Years passed, but the arguments about math education remained static. And in 2009, along came the Common Core State Standards for Math. These were initiated and promoted under the Obama administration and therefore were viewed through the partisan lens as Democrat-begotten. Eventually most of the nation, with the exception of five states, adopted the standards due to strong federal financial incentives.
The standards threw gasoline on the ideological fire that had been raging since the early 1990s over how to teach math. The math standards essentially codified NCTM’s reform-math ideology by embedding what Tom Loveless (formerly of Brookings Institution) calls the “dog whistles” of math reform—words like “understand,” “explain,” and “visualize.”
Implementation of the Common Core math standards in the form of textbooks and training teachers via professional-development vendors has been a Pavlovian-like response to those dog whistles. Students are asked to explain—often in writing—how they solved a problem, in addition to showing their work. If students do not solve a problem in more than one way, they are deemed to lack “understanding.” They are also made to use cumbersome strategies for basic arithmetic operations. (An example of this is provided in testimony given by a parent before the Arkansas state board of education.)
Today, the partisan nature of what should be a nonpartisan issue continues. Some states—such as Alabama, Georgia, North Carolina, and Ohio to name a few—with Republican governors ordered Common Core’s standards to be replaced. The replacements, however, are essentially the same standards under a different name with only slight changes in wording. The issues that existed under the original standards have remained. The governors who ordered a stop to the Common Core standards point to the so-called revisions and replacements and boast that they rid their states of the Democratic-infused standards.
The bottom line: The politics surrounding the mischaracterization of traditionally taught math continues as it has for the past few decades. In the meantime, textbooks and teachers maintain the ineffective teaching methods of math fundamentals, such as convoluted and inefficient strategies in lieu of standard algorithms and procedures all in the name of “deeper understanding.” Parents continue to complain about their kids’ math class.
Not much has changed since the days when Lynne Cheney was making the rounds 20 or so years ago. Maybe after Liz is through with her January 6 hearings, she can carry on where Lynne left off with the message that math, like an oath to the Constitution, should be independent of political baggage.
Barry Garelick is a veteran educator and author of several books on math education, including his most recent, Out on Good Behavior: Teaching math while looking over your shoulder. Garelick, who worked in environmental protection for the federal government before entering the classroom, has also written articles on math education for publications including The Atlantic, Education Next, Nonpartisan Education Review, and Education News.
The Wilson County Civic League summer basketball camp has been going on long enough that former students are now helping lead the program.
On Thursday, Omar Watkins was manning the scoreboard during a scrimmage in the Carlos Bruce Gymnasium at the Wilson County Civic League.
“I see the kids doing things that I remember doing back then,” Watkins said. “The drills, the scrimmages and being able to meet new people is a cool experience. To be able to see it from my point of view now, compared to how it was back then, it’s just a great experience.”
According to the camp’s organizer, Reggie Hatcher, returning teens are a staple of the summer program.
“We have some first-timers, but we also have some sixth-timers,” Hatcher said.
While the camp is dedicated to basketball, Hatcher said that the lessons transfer just as well off the court.
“The main thing that we have, we try to make sure that everybody leaves here with something fundamentally that they can take to other places,” Hatcher said. “We have fun, but it is all about learning too … we can give them all something they can use later on, whether they want to pursue basketball or anything in life. That is how the camp is designed.”
Hatcher admits that the camp would not be possible without the help of the staff made up of volunteers from the community.
“Every one of my staff now played high-school or college basketball,” Hatcher said. “They know what it takes, as far as having what it takes to play basketball, but you have to have a lot of discipline too.”
That discipline takes on many forms.
“Every session, we have a little time where we discuss the importance of keeping your grades up and behaving in class, things that really go beyond basketball,” Hatcher said. “They can be ok basketball players when they leave, but we try to make them good citizens too.”
Hatcher hopes that the basketball camp can give them something to look forward to, especially for the teens who don’t have travel plans during the summer.
“For a lot of kids, this is their summer vacation,” Hatcher said. “I work for Wilson County Schools. As I am walking the halls, students ask me, are we going to have that again? They look forward to it.”
One former camper turned volunteer coach, LaStacia Andrews, will attest to that. Andrews has been helping out at the camp for eight years.
“We have a kid helping now, who was 10 when we started,” Andrews said. “He’s 18 now. He’s been a part of the program the whole time, and now coming back to help. That is what we like to see.”
Andrews smiled while talking about the change she sees in the campers.
“The biggest change is confidence,” Andrews said. “To see them progress, especially because we have kids who have played basketball before as well as kids who have never played basketball before, to see them mix together and see their confidence build as the kids learn what they’re doing is the main thing that drives me.”
A fellow instructor of Andrews’, Eddie Thompson, indicated that the camp’s most gratifying element was “watching the children matriculate.”
Thompson’s granddaughter was in the program before joining a travel team. Basketball brought Thompson to Lebanon in 1981, when he played for the Cumberland University basketball team. He’s hoping to transfer some of those lessons and skills to the kids.
“I try to teach them discipline, more than anything, to make sure that you always address your coach as coach, and the referee as Mr. ref,” Thompson said. “Not that no child should be on a first-name basis with the coach, but it’s just more of a discipline thing.”
Of course, the fundamentals do still come into play.
“I teach them how to box out, how to line up for a free throw properly, and how to rebound without fouling,” Thompson said.
As Aussie adland returns to some form of a loosely defined pre-pandemic normal, with in-office interaction, in-person events and business travel again becoming routine, a new challenge has emerged in the unfolding global economic crisis, with local inflation reaching its highest level in over a decade.
While the industry is one known for being insular, it is by no means immune to growing economic pressures, and while the impacts of rising costs of living may not have fully hit advertising yet, they are sure to be realised over the course over the year.
In explaining the fallout of rising inflation in the aftermath of the COVID-19 pandemic, founder of HERO Ben Lilley describes it as a “double whammy”.
“The industry is already seeing inflationary pressure on salaries, and there’s a talent war – obviously partly because immigration has been so adversely impacted during COVID,” says Lilley.
“A lot of people have left the industry as well during the pandemic, you know, its caused so many people to question so many things in their lives and their careers. So, agency land is definitely already seeing that talent shortage and wage impact.”
Lilley notes the implications hear will inevitably mean flow on effects for agency pricing, describing increased prices as “something that’s going to need to happen, in terms of agencies starting to re-cost and recalibrate their own pricing in response to the increase in costs that they’re seeing.”
TBWA\Sydney ECD, Kat Alvarez-Jarratt, adds the impacts are also being felt heavily on the client side.
“Adland is not a separate place (although sometimes we like to think it is). Our clients are certainly feeling the pressure particularly when it comes to physically making and distributing the work.”
Alvarez-Jarratt says brands will also have to be creative when it comes to marketing budgets, looking more towards interactive and earned ideas.
“Look for ways you can create exponential rather than incremental growth in your brand. The worst thing brands could do now is turn off that advertising spend.”
While yet to see the tangible impacts of inflation the industry, Eithne McSwiney, managing director of GHO Sydney says there has been a shift in the sentiment in businesses given the speed and extent of economic change.
“My view is that it’s more a question of clients being cautious with their next quarter planning but nothing like the challenges and uncertainty brought about by the pandemic over the past two years,” says McSwiney.
“In fact,” she adds, “we’ve seen confidence pick up a lot this calendar year as many clients have a backlog of projects they are developing with some urgency.”
McSwiney explains for the time being the agency’s focus will be in mitigating the impacts of the rising cost of living for its team, such as choosing not to pass on mandatory super increases.
However, inflation will still be something that inevitably impacts the agency’s approach.
“Of course pricing strategies will be more central to marketing activities and navigating brands through this change, in a way that is empathetic to consumer sentiment, will be critical.”
As for how agencies can expect clients to respond when it comes to their advertising budgets, McSwiney notes in previous periods of economic downturn “brands occupying the middle ground on discretionary products and and services” have been the most at risk, while more premium brands, and economy brand typically hold ground.
She notes outside of industries, like tourism, that have been enjoying a post Covid boom, “discretionary spend on clothes, furniture, dining and entertainment choices, may quickly see strong pressure on margins.”
“So, we can anticipate challenging conversations on marketing spend and its role to support brands and sales through this period.
“However, given the causes of these inflationary pressures are multi-faceted, (i.e. not just a tightening of monetary policy but international and climate events affecting food and energy supplies), the length and the scale of rate increases may remain uncertain for a sustained period of time. If this is the case, then we can expect to see a growing concern and a consequent impact on behaviour in these at risk categories.”
Luckily, the advertising industry is not new to challenging times, having recently survived the ‘unprecedented’ pressures that came with the COVID-19 pandemic, which Pete Bosilkovski, CEO and founder of It’s Friday argues has equipped the industry with the ability to pivot quickly.
“No industry will be immune to these drastic shifts in costs of living; however, I think the advertising industry has just gone through a similar dance. Not identical but we’ve just come out of the pandemic, and I believe we’ve learnt a lot in the past two years. We’ve embraced seismic change and learnt how to navigate it with our clients. Like the pandemic, the impact of inflation has been fast and furious, and brands/agencies are starting to pivot quickly, again. They have no choice with consumer sentiment shifting at rapid speed.”
Recalling the similar circumstances of the pandemic, Lilly asserts there are two types of clients in times like this – those who take the conservative route and cut spending, and those who take advantage of the drop in competition and invest in increasing their market share, brand value and brand awareness.
“Study after study over the years has proven that it’s the client who continue to invest or in fact, increase their investments during times of economic pressure who always come out significantly better,” Lilley note, pointing to the example of the pandemic, where the companies that stuck to their brand fundamentals came out on top.
“A key learning that hopefully most people worked out very quickly during the pandemic was, the more you started talking about the pressures of the pandemic, the more consumers would punish you,” says Lilley. “Because, when you’re living through tough times, or economic pressures, or down turns, or adverse health events and so forth, the one thing people don’t need constant reminding of in advertising and marketing is how bad things are.”
Lilley continues that investment in the creativity of a brand is the single best investment a brand can make, and that it’s “even more important when times are bad.”
His views are echoed by creative leader and Milk & Honey United founding partner Andy DiLallo, who says now is the right time to invest in brand, with inflation only likely to rise over the coming years.
“I really feel like the investment in brand now is gonna be paying larger dividends, particularly with inflation,” says DiLallo. “Things aren’t gonna get any cheaper, and long term return on investment is gonna happen over the course of building brands.”
He also highlights rising costs will inevitably change the way clients are engaging with their agencies, adding while tactical work will always have its place, greater demand for brand work will require less volume and more experience.
“Things and money have been incredibly cheap for the last few years and you’ve kind of seen that with agencies as well, where you’ve got rafts of talent inside these places and you’re getting cheaper and cheaper juniors and people to be able to facilitate volume. Whereas, clients are looking to build brands and are probably leaning harder into things like experience and actually getting more senior leadership and whatnot in order to build those things.”
Bosilkovski adds that “consumers don’t go into hiding, they seek greater value.”
“This is the time for marketers to reassess how their brands can innovate and help consumers by demonstrating greater value,” says Bosilkovski .”We’ve all seen the data from previous recessions, this period makes and breaks brands. We’ve seen the rise of powerful brands that double down on marketing activities during these times, and we’ve seen brands that have faded away as they have pulled back. Why should these difficult times ahead be any different? If anything, as others run away from the chaos, there will be more opportunity than ever to deliver real value to the world. If history proves to be any predictor, these times have seen the launch of the world’s most amazing companies, like Disney, General Motors, IBM, and Microsoft that used recessionary times to launch and disrupt categories.”
For McSwiney, advertising at this time is more important than ever, especially when leveraging it in ways that show your customers how you are showing up for them.
“Everyone knows the story of how Stork margarine advertised through World War One and came out ahead of everyone else. During adverse times it’s important to show up both from an emotional connection point of view but also for brands to be there for their customers, supporting them through difficult times — whether it be by freezing the price on essential items (as Woolworths is doing) or enabling people to take a holiday from their mortgage if you are a bank. It’s imperative that brands acknowledge and adapt to the environment, whatever that is.”
For those clients who continue to produce work, there is a question of how much, if at all, should the current state of the world affect the creative.
Bosilkovski says it is a fine line, with COVID having taught us brands are seen to go above and beyond to help their consumers during difficult times typically fare the best.
“Brands will need to stay authentic to their purpose and values while ensuring they are not being tone deaf. Both are equally important. We saw many brands during COVID completely shift their tone in comms, almost turning themselves into a different brand. this is a terrible strategy. What is far more effective though, is brands standing up and creating brand acts that are driven to help and provide greater value for consumers. We’ve seen the banking, supermarkets and QSR categories step up and go above and beyond with their brand acts during the pandemic. Those brands that rise to help consumers in need, will leave their competitors for dust. We know consumers never forget.”
McSwiney is on a similar page, reminding us of the continued scrutiny Qantas has faced for failing to help its customers.
“Those that ignore the changes in sentiment do so at their own peril. Recently, we’ve seen Qantas being asked to take down the Spirit of Australia line because, in part, its perceived lack of empathy for travellers has been damaging. We need to make a strong link between our brand promise and consumer’s changing needs and expectations. A good example of this would be Coles “Value the Australian way”, which I believe is hitting the right cord for these times.”
Alvarez-Jarratt echoes Bosilkovski and McSwiney’s calls for empathy, but warns this does not need to take take a literal form.
“One of the strongest tools a creative has in their arsenal is empathy and a deep understanding of the audience they’re trying to reach. So it makes sense that brands and agencies are really considering people’s mindsets in this moment – however that doesn’t necessarily mean reflecting that literally in the work we produce,” says Alvarez-Jarratt.
“There was a moment in 2020 when clients were asking the industry to create content with people wearing masks, and as it turns out people didn’t want to be reminded of the pandemic in the content they were consuming. They wanted to escape.”
On a final note, she shares that she is “a firm believer in creativity being at its best in the face of adversity.”
“When faced with big problems to solve, we find bigger solutions. Truly disruptive thinking is the only way to push brands further and unlock new ways to engage, excite and involve people.”
The MarketWatch News Department was not involved in the creation of this content.
SALT LAKE CITY, (BUSINESS WIRE) -- FranklinCovey (NYSE: FC), the most trusted leadership company in the world, today announced the launch of its newest module, Fundamental Beliefs of Trust & Inspire Leaders. It offers leaders at all levels a framework of beliefs to transform their leadership style from “Command & Control” to “Trust & Inspire.” People with this kind of leader are inspired to become the best version of themselves and to produce their best work (WATCH VIDEO).
Available through the FranklinCovey All Access Pass®, the module is based on content from the newly released Wall Street Journal bestseller, Trust & Inspire: How Truly Great Leaders Unleash Greatness in Others,authored by Stephen M. R. Covey, FranklinCovey Trust Practice CEO, with David Kasperson, McKinlee Covey, and Gary T. Judd. Covey has made it his life’s work to understand trust in leadership and organizations, and has previously authored The New York Times and #1 Wall Street Journal bestseller,The Speed of Trust: The One Thing That Changes Everything, which has sold over two million copies in 22 languages.
With sweeping changes in the world that are radically altering the nature of work and the workforce, organizations are being forced to confront the urgent need for their leaders to acquire a new leadership style. Most still operate from a model rooted in Command and Control which focuses on hierarchies and compliance from people. This traditional leadership style prevails globally in 92 percent of organizations today, but it doesn’t inspire the level of belonging, commitment, motivation, collaboration, innovation, and performance that’s so vital today.
“The world has changed, but our style of leadership has not,” said Stephen M.R. Covey. “No leader or organization can win in the workplace or in the marketplace by continuing to rely on outdated, short-term ‘carrot and stick’ methods of driving performance. People don’t want to be managed; they want to be led. They don’t just want to be motivated; they want to be trusted and inspired. Inspired employees are 56 percent more productive than engaged employees. And contrary to what most people believe, inspiring others is a learnable skill. Anyone can be this kind of leader, and everyone needs and deserves this kind of leadership.”
Trust & Inspire leadership is the solution to the future of work. It represents a radical shift in the way leaders see and lead others. It’s more accurate, complete, and relevant, because its focus is on releasing, rather than containing the potential in each person.
“This module offers a powerful learning experience for anyone who directly or indirectly leads someone and is the first step to becoming a Trust & Inspire leader,” said Covey. “Trust & Inspire leaders behave differently because they think differently. They have an expansive view of people and leadership and understand and are guided by five fundamental beliefs about human effectiveness that transform how they live and work. As they internalize and act in accordance with these beliefs, they create the conditions whereby individuals and organizations flourish and perform at even greater levels of performance.”
The cumulative effect of these fundamental beliefs creates a Trust & Inspire leadership mindset, which allows leaders to get phenomenal results in ways that grow people:
Fundamental Beliefs of Trust & Inspire Leaders focuses on the following objectives and outcomes:
Discover the extraordinary potential and performance unleashed by Trust & Inspire leaders
Leaders with increased confidence about the new way to lead: Trust & Inspire. They choose to extend smart trust and inspire people to deliver their best results.
Identify barriers to becoming a Trust & Inspire leader and explore solutions for each.
Leaders break with self-limiting beliefs. They prioritize creating conditions where people collaborate and innovate successfully.
Understand and apply the fundamental beliefs of Trust & Inspire leaders
Leaders adopt expansive beliefs about people and leadership. These beliefs guide leaders to think and act in ways that elevate others’ growth to the level of delivering results.
Paul Walker, FranklinCovey CEO said, “Fundamental Beliefs of Trust & Inspire Leaders helps participants to see, communicate, develop, and unleash the greatness in everyone they lead. They learn how to recognize and act on the inherent desire within all people to make meaningful contributions and they ignite individual and organizational performance to the highest level, which is so critical today.”
FranklinCovey’s Fundamental Beliefs of Trust & Inspire Leaders is available to clients through the FranklinCovey All Access Pass in multiple learning modalities: Live-Online, Live-in-Person, and On Demand, The Live-Online format is 90 minutes. The Live-in-Person experience is 2 hours. On Demand is designed as a 30-minute module. The module is offered in English-only at launch.
Trust & Inspire Reinforcement Coaching provides the full experience of Trust & Inspire. FranklinCovey consultants lead a series of virtual coaching sessions in 1-on-1 or group format with 6 x 50-minute sessions, typically every week or every other week.
Clients may also request a Trust & Inspire keynote to be delivered by Stephen M. R. Covey or other certified Trust & Inspire keynote speakers. For more information, contact David Kasperson (email@example.com).
The FranklinCovey All Access Pass allows clients to expand their reach, achieve the business objectives, and sustainably impact performance. It provides access to a vast library of FranklinCovey content, including assessments, training courses, tools, and resources. For more information, call 888-868-1776.
FranklinCovey(NYSE: FC) is the most trusted leadership company in the world with operations in over 160 countries. We transform organizations by partnering with our clients to build leaders, teams, and cultures that get breakthrough results through collective action, which leads to a more engaging work experience for their people. Available through the FranklinCovey All Access Pass, our best-in-class content and solutions, experts, technology, and metrics seamlessly integrate together to ensure lasting behavior change at scale. This approach to leadership and organizational change has been tested and refined by working with tens of thousands of teams and organizations over the past 30 years. To learn more, visit www.franklincovey.com and enjoy exclusive content across FranklinCovey’s social media channels: LinkedIn, Facebook, Twitter, Instagram, and YouTube.
View source version on businesswire.com: https://www.businesswire.com/news/home/20220802005430/en/
Debra Lund: FranklinCovey
Copyright Business Wire 2022
The MarketWatch News Department was not involved in the creation of this content.