Your Chief Virtual Learning Architect

Learning to Performance

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Custom Design & Delivery

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Predictive Evaluation

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Enterprise Learning Strategy

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Dave Basarab Consulting has elevated the training experience, offering an end-to-end comprehensive approach that includes training strategy, instructional design, development, delivery , post program training transfer, and evaluation (via the unique Predictive Evaluation methodology). Virtual Chief Architect Dave Basarab has combined all of these individual training elements with his user-friendly, comprehensive Learning to Performance approach, which significantly increases companies' training ROI.

Why we are different

Innovation: Our primary focus is creating learning programs using a Learning to Performance approach.
Expertise: Dave offers the depth and breadth of his experience, including working internally at prestigious companies (Motorola, Ingersoll Rand and Pitney Bowes) as well as his knowledge and expertise as a highly-respected, sought-after consultant.
Partnership: Basarab collaborates with companies, serving as their own Chief Learning Officer whenever they need to plan, strategize, or implement training initiatives.

Training Services

Enterprise Learning Strategy

Enterprise Learning Strategy

At Dave Basarab Consulting, we're experts in creating Enterprise Learning Plans. We work with you to develop your company's learning strategy and direction.

Custom Design, Development, & Delivery

Custom Design, Development, & Delivery

Custom training is an effective way of developing the capability required to execute your strategy. We are a custom design house that creates programs specific to your business.

Learning Burst Development

Learning Burst Development

We can create and deliver your courses via our unique Learning Burst Method - keeping your employees at their jobs while receiving world-class training.

Predictive Evaluation

Predictive Evaluation

We predict the ROI for your courses and establish success gates. We then evaluate the course against the success gates to show value realized and continually improve results.

Leadership Development

Leadership Development

Turn-key virtual custom leadership development program that combines world-class leadership speakers/educators with post-event personalized coaching to provide you with a cadre of highly skilled leaders.

Predictive Evaluation

Building Leadership Pipelines That Deliver Measurable Results

Organizations need leaders who can make sound decisions, develop people, and execute strategy across changing markets. A leadership pipeline creates a repeatable way to identify, prepare, and support those leaders before critical roles become vacant.

Effective succession planning goes beyond naming high-potential employees. It connects leadership competencies with business priorities, provides practical development experiences, and tracks whether participants apply new capabilities on the job. This turns leadership development into an operational investment rather than a collection of disconnected workshops.

A measurable pipeline also gives executives clearer visibility into readiness, bench strength, and the value of learning programs. When leadership capability is linked to performance data, organizations can refine development decisions with greater confidence.

Start With Business-Critical Leadership Capabilities

The strongest pipelines begin with the results leaders must deliver. Instead of copying a generic competency model, organizations should identify the decisions, behaviors, and relationships that influence revenue, customer experience, productivity, risk management, and employee retention.

A capability framework might include strategic thinking, financial judgment, coaching, communication, change leadership, and emotional intelligence. Each capability should have observable behaviors by leadership level, so managers and participants can recognize what effective performance looks like in daily work.

Build Experiences Around Real Work

Leadership skills develop faster when participants apply them to meaningful business challenges. Action-learning projects, cross-functional assignments, executive briefings, and temporary role expansions allow emerging leaders to practice judgment while producing useful outcomes.

Cohort programs can combine short learning bursts with peer discussion, manager coaching, and workplace assignments. Resources such as emotional intelligence expertise can strengthen a program’s ability to address self-awareness, conflict, influence, and relationship management.

The design should also reflect the transition between leadership levels. A successful individual contributor may need support with delegation, prioritization, and enterprise thinking before becoming an effective people manager.

Create Consistent Readiness Standards

A leadership pipeline becomes more credible when readiness is assessed against consistent evidence. Talent reviews can examine performance history, demonstrated behaviors, career interests, learning agility, and experience with complex assignments.

Readiness should not be treated as a permanent label. A person may be ready now for a first-line role, ready soon for a broader position, or ready later after gaining specific experience. This distinction helps organizations make fairer succession decisions and focus development investment where it has the greatest potential.

Managers also need calibration guidance. Without shared standards, high visibility can be mistaken for high potential, while quieter employees with strong enterprise capability may be overlooked.

Measure Adoption, Impact, And Return

Leadership development should be evaluated at several points: participation, learning, workplace adoption, business impact, and return on investment. Attendance confirms exposure, but it does not prove that leaders changed behavior or improved results.

Predictive Evaluation provides a useful framework for forecasting expected adoption and impact before a program launches, then comparing those forecasts with actual evidence. Measures may include employee engagement, team retention, internal mobility, customer outcomes, cycle time, safety performance, or progress against strategic goals.

Evaluation Focus	Useful Evidence	Leadership Pipeline Signal
Participation	Completion and attendance	Reach across target populations
Capability	Assessments and demonstrations	Skill growth and readiness
Adoption	Manager observations and application data	Transfer into daily leadership
Business impact	Retention, productivity, quality, or customer metrics	Contribution to organizational goals
Financial value	Benefit estimates and program costs	Return on investment

Measurement works best when baseline data is collected before development begins. A small set of meaningful indicators is more useful than a long survey that produces little insight.

Make Managers Responsible For Transfer

Managers determine whether leadership learning becomes workplace behavior. They can reinforce development through regular conversations, targeted feedback, stretch assignments, and opportunities to lead visible work.

Learning consultants can help organizations build these mechanisms into the operating rhythm rather than treating transfer as a participant’s personal responsibility. This perspective is explored in the role of the learning consultant, particularly when learning priorities must connect with organizational change and performance needs.

Senior leaders should model the same behaviors expected from pipeline participants. When executives use coaching language, review development metrics, and sponsor cross-functional opportunities, leadership development gains credibility throughout the organization.

Strengthen The Pipeline Through Practical Governance

Governance keeps a leadership pipeline aligned as business priorities shift. A steering group can review readiness data, succession risks, program outcomes, and representation across talent pools at regular intervals.

The program should have clear ownership among executives, human resources, talent development, and operational leaders. Governance is most effective when it supports decisions rather than creating additional reporting for its own sake.

Organizations can reinforce the system with these actions:

Define two or three business outcomes for every major leadership program.
Use behavior-based criteria for selection, assessment, and promotion discussions.
Require workplace application projects with visible sponsors and deadlines.
Track adoption and business indicators after formal learning ends.
Review pipeline diversity, readiness, and role coverage on a recurring schedule.

A scalable model can include manager toolkits, learning bursts, facilitated cohorts, executive coaching, and custom instructional design. The mix should match the organization’s culture, operating model, and leadership gaps.

Turn Development Data Into Decisions

Data becomes valuable when it changes what leaders do. If participants show strong learning but weak application, the organization may need manager reinforcement or simpler tools. If adoption is high but business results remain flat, the issue may involve strategy, workload, incentives, or measures outside the training itself.

A mature pipeline therefore operates as a feedback system. Evaluation findings inform future curriculum, selection criteria, coaching practices, and succession reviews. This creates a continuous connection between employee capability and organizational performance.

Organizations ready to connect leadership development with measurable business results can explore Dave Basarab Consulting for enterprise learning strategy, custom development, training delivery, and Predictive Evaluation support. Start with the leadership outcomes that matter most, then build the experiences and evidence needed to achieve them.

Learning to Performance

Learning to Performance, a complete training approach, gives companies world-class training to drive significant return. This approach includes upfront work (Impact Mapping, design), training (for staff and company executives), and post-training efforts to ensure training transfer. This unique recipe - the key for successful training and adoption - is changing the way companies implement training. This methodology could work with any content for organizations in any industry.