Your Chief Virtual Learning Architect

Learning to Performance

Read More
Custom Design & Delivery

Read More
Predictive Evaluation

Read More
Enterprise Learning Strategy

Read More

› ‹

1
2
3
4

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

Build a leadership case study library from internal stories

A leadership case study library turns real examples across an organisation into reusable stories for leaders. Rather than generic scenarios, it captures how people handled a business problem, what they decided and what changed. Managers can use the material for discussion, reflection and skill practice.

In Australia, local context matters. A story set in a Sydney professional-services office may offer little insight into a Brisbane frontline team, a Melbourne hybrid workplace or a regional Newcastle operation. Material should reflect the Australian market’s metro, regional and distributed work, including safety-critical decisions, customer expectations and rapid change.

The library is more than a folder of polished success stories. Its value comes from internal examples that expose trade-offs: a project delayed for quality, a difficult conversation handled well, or a customer issue recovered by a team. These moments make leadership principles observable and let learners compare their judgement with colleagues.

A strong library supports leadership development and enterprise learning without becoming another content repository. It can feed workshops, manager toolkits, onboarding and learning bursts. It also creates an evidence trail showing which stories are opened, discussed and applied, connecting capability work with operational outcomes.

Define the library’s strategic purpose

Begin with the decisions leaders need to make, rather than a folder structure. Map the library to priority capabilities such as change leadership, coaching, customer focus and team resilience. Each story needs a clear learning objective and observable behaviours that participants can discuss and try in their own context.

Create audience and topic tags, then record the source, business unit, date, consent status and available outcome evidence. A searchable collection may cover project delivery, sales leadership, operations and people management, but search terms should reflect how managers describe problems rather than only corporate terminology.

Embed the library where work happens. Managers can use daily learning workflows to revisit a relevant story before a key meeting, review or handover. This makes the collection part of normal leadership practice and reduces the risk that useful internal examples remain hidden in project documents, intranet pages or induction packs.

Select stories that reflect leadership work

Select stories for learning value, not prestige. A strong example contains enough context to show the original challenge, constraints, choices and consequences. During restructures, short learning bursts can use one well-chosen story to prompt managers to examine how they would communicate uncertainty, retain trust and keep teams aligned.

Source examples through manager interviews, project retrospectives, customer feedback, safety reviews and post-implementation reviews. In Queensland mining, logistics and infrastructure settings, frontline leadership decisions may involve fatigue, roster pressure and safety controls consistent with Safe Work Australia guidance. Capturing those realities gives operational leaders more relevant material than imported business cases.

Obtain permission, remove unnecessary personal details and let participants review how their contribution is framed. Aboriginal and Torres Strait Islander employees and communities should determine how relevant stories are shared, following community protocols and Indigenous data sovereignty principles. Representation also improves when quieter voices, new starters and remote employees are deliberately included.

Choose stories and build reusable assets

Apply an inclusion screen:

A specific business problem with visible constraints
Observable leadership choices under pressure
A credible outcome, including lessons from partial success
Enough detail for discussion without exposing confidential data

Apply a second review set:

Alignment with a defined leadership capability
Psychological safety and respectful language
Accessible formats and plain-English summaries
Prompts that move beyond “what would you do?”

Package each approved story as a short narrative, a structured discussion guide, a facilitator debrief and a one-page action prompt. For teams balancing field visits and client meetings, learning bursts for sales show how a case can become a focused conversation rather than a passive slide. Keep the original business context visible so learners can test the approach against real constraints.

Reinforce learning and evaluate behaviour change

Learning transfers when reflection is built into the experience. Ask participants what they noticed, what assumptions they would challenge and what action they will take within seven days. A facilitator can compare those intentions with the choices described in the story, creating useful tension without pretending there is one perfect response.

Use the library across learning formats: pre-work, live discussion, coaching prompts, communities of practice and manager circles. Rotate stories by audience and current priorities, and retire examples that feel dated. Ongoing curation protects trust and keeps content aligned with current strategy, regulation and customer realities.

Measure more than completion. Track reach, repeat use, discussion quality, manager confidence and documented application. Dave Basarab Consulting’s Predictive Evaluation can forecast likely adoption, impact and return on investment, but it still needs reliable baselines and business signals. A story viewed many times has little value if behaviour or performance does not change.

Measure value and keep the library alive

A concise benchmark separates passive storage from active learning:

Dimension	Document collection	Leadership case study library
Primary purpose	Preserve records	Support judgement and action
Story emphasis	What happened	Why it happened and what can be learned
Typical use	Reference on demand	Facilitated reflection and practice
Evaluation	Views and downloads	Adoption, application, impact and confidence
Refresh	Occasional archive update	Scheduled review tied to strategy

Evaluation should connect story use to observable behaviour, such as how a manager handles a performance issue or leads a change conversation, and then to relevant business signals. Combine platform data, manager observations, learner feedback and operational evidence. Segment findings by role, location and business unit so the library can be refined for Australian teams with different working conditions.

Assign an owner to quality, consent, accessibility and currency. Review high-demand stories more often, archive weak examples and invite contributors to add short updates after the original outcome is known. The practical takeaway is to choose one priority leadership behaviour, capture one genuine decision and its consequence, and publish it in a usable format before the next development cycle begins.

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.