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

Leadership Programs That Turn Emotional Intelligence Into Action

Leadership capability is tested in moments that rarely appear in a course workbook: a manager giving difficult feedback, a project lead calming conflict, or a supervisor responding to an exhausted team member. Emotional intelligence becomes valuable when it changes those moments into better decisions, clearer conversations and stronger working relationships.

For Australian organisations, the context is varied. A people leader in a Sydney technology company may manage a hybrid team across time zones, while a supervisor in Western Australia may lead a fly-in, fly-out workforce. Public sector, healthcare, construction and professional services employers also face different pressures around psychological safety, workforce shortages and productivity.

Effective leadership programs therefore need to move beyond personality models and inspirational presentations. They should help participants recognise emotional signals, regulate their responses, understand other perspectives and choose behaviours that support business priorities.

Designing leadership programs that build emotional intelligence in action starts with observable performance. It then connects practice, manager support and evaluation so that learning is adopted at work rather than forgotten after the final workshop.

Define The Behaviours That Matter

Emotional intelligence is too broad to serve as a useful learning objective on its own. A program should translate concepts such as self-awareness, empathy and emotional regulation into behaviours that colleagues can see. Examples include asking clarifying questions before reacting, naming tension without blame and adapting communication for different levels of confidence or experience.

The desired behaviours should reflect the organisation’s operating environment. A mining company may prioritise calm escalation and inclusive toolbox conversations, while a Melbourne-based professional services firm may focus on influencing without authority. In each case, leaders need a shared language for what effective conduct looks like.

Behavioural examples also make assessment more credible. Participants can analyse a real conversation, rehearse an alternative response and receive feedback against defined standards. This creates a direct line between emotional intelligence, leadership effectiveness and the quality of everyday work.

Connect Learning With Business Outcomes

A strong program begins with the business problems leaders must solve. These might include high regrettable turnover, inconsistent performance conversations, customer complaints or delays caused by unresolved conflict. The learning design should identify how improved leadership behaviour could influence each issue.

This connection is especially important when organisations are investing across multiple locations and workforce types. A national employer may need consistent leadership expectations in Brisbane, Adelaide and Perth while allowing local teams to address different customer and operational realities. A clear outcomes map keeps the program focused without making it generic.

Before delivery, leaders should agree how adoption will be forecast and measured. The adoption forecast method helps identify the conditions required for new behaviours to take hold, including manager reinforcement, time to practise and access to useful tools.

Build Practice Into Real Work

Emotional intelligence develops through repeated application, not recognition of terminology. Workshops should use realistic scenarios involving performance concerns, competing priorities, cultural misunderstandings and resistance to change. Participants can pause a conversation, test different responses and examine likely consequences.

Short learning bursts between sessions can reinforce one behaviour at a time. A five-minute prompt might ask a leader to prepare for a difficult conversation, notice their physical reactions during disagreement or invite feedback after a team meeting. These activities fit better with operational schedules than long blocks of theory.

Practice should continue during onboarding and role transitions. When new managers receive clear expectations early, they are more likely to establish constructive habits before poor patterns become normal. Guidance on accelerating time to competence can help organisations connect leadership learning with the first critical months in role.

Make Managers Part Of The Design

Participants need a workplace that rewards application. Their direct managers should know the program’s objectives, discuss selected behaviours in one-to-ones and create opportunities to practise. Without that support, even motivated leaders may return to familiar habits when deadlines increase.

Senior leaders also need to model the standards being taught. If executives ask for candour but punish bad news, a session on psychological safety will have limited effect. If leaders expect empathy but measure only short-term output, participants will receive conflicting signals about what matters.

Practical reinforcement can include observation checklists, peer coaching, conversation guides and team retrospectives. These tools should be simple enough for use in a busy hospital, a regional council or a warehouse rather than reserved for formal training events.

Measure Transfer And Organisational Value

Evaluation should examine more than attendance, satisfaction or confidence ratings. A useful approach measures whether leaders apply the behaviours, whether teams experience a change and whether relevant business indicators move over time. Evidence might include quality of feedback conversations, employee pulse results, retention, safety reporting or customer outcomes.

Assessment centres can provide a stronger baseline and follow-up measure when they use realistic simulations. The guidance on predicting workplace performance is particularly relevant when organisations need evidence that leadership capability will transfer beyond the classroom.

A balanced measurement model might look like this:

Evaluation focus	Evidence source	Useful timing
Understanding	Scenario responses and knowledge checks	During the program
Behaviour change	Manager observation and participant reflection	30–90 days
Team experience	Pulse surveys and facilitated feedback	60–120 days
Business contribution	Retention, productivity, safety or customer data	Quarterly
Return on investment	Benefits compared with program cost	Six to twelve months

Recommendations For Australian Organisations

A practical design can be adapted to enterprise scale while retaining local relevance. The following choices help turn emotional intelligence into a repeatable leadership capability rather than a one-off theme:

Define three to five observable leadership behaviours linked to business priorities.
Use scenarios drawn from Australian workplace settings, including hybrid teams, regional operations and award-based workforces.
Give participants structured practice with feedback before asking them to apply the skill in high-stakes situations.
Equip direct managers with simple reinforcement prompts for one-to-ones and team meetings.
Include cultural awareness and inclusive communication without reducing them to a single module.
Track adoption, behaviour transfer and business indicators through a staged evaluation plan.
Review evidence with executives and adjust the program when workplace conditions change.

Turn Design Into A Working System

The strongest programs treat emotional intelligence as part of the organisation’s leadership system. Recruitment, onboarding, performance management and promotion decisions should reinforce the same behaviours taught in development sessions. This alignment prevents participants from seeing the program as separate from normal leadership expectations.

A pilot with one business unit can reveal which scenarios feel authentic, which tools managers actually use and where operational barriers limit practice. The pilot should still have defined measures, a comparison point and a clear review date so that decisions are based on evidence rather than enthusiasm.

For an Australian organisation ready to begin, the concrete next step is to select one recurring leadership challenge, define three observable behaviours that would improve it, and map those behaviours to a 90-day practice and measurement cycle.

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.