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

Helping Managers Become Better Coaches Through Targeted Training

Managers shape how employees apply knowledge, solve problems, and build confidence at work. When they coach effectively, learning becomes part of everyday performance rather than an isolated event that fades after a workshop. Strong coaching also helps employees connect feedback with clear expectations and practical development goals.

Many organizations expect managers to coach without giving them a shared method, sufficient practice, or time to build the habit. Targeted training addresses that gap by focusing on the conversations managers actually need to lead: performance discussions, skill development, career planning, and problem-solving.

A focused approach also makes coaching easier to evaluate. Instead of measuring attendance or satisfaction alone, learning leaders can examine whether managers use new behaviors, whether employees improve, and whether those changes support business priorities.

Why Coaching Capability Matters

Effective coaching improves the quality of daily leadership. A manager who asks thoughtful questions, listens carefully, and gives specific feedback can help an employee identify obstacles before they become performance issues. This approach supports accountability while preserving trust and engagement.

Coaching capability is especially important during organizational change. Employees often need help interpreting new processes, applying unfamiliar skills, and adapting their judgment to changing customer or market expectations. Managers are positioned to provide that guidance when training equips them with a consistent framework.

Define The Behaviors To Develop

Training should begin with observable coaching behaviors rather than broad goals such as “be a better leader.” Useful behaviors may include setting a clear purpose for a conversation, asking open questions, paraphrasing what an employee says, offering evidence-based feedback, and agreeing on a follow-up action.

The program should also reflect different coaching situations. A manager may need to develop a new employee, challenge an experienced specialist, address repeated mistakes, or support someone preparing for a larger role. Role-specific scenarios make the learning relevant and reveal where managers need additional support.

Build A Targeted Learning Journey

A single seminar rarely creates lasting coaching habits. A stronger learning journey combines concise instruction with demonstrations, guided practice, peer feedback, manager job aids, and follow-up reinforcement. Learning bursts can introduce one coaching skill at a time and make application easier during busy workdays.

Custom instructional design allows the content to reflect the organization’s leadership model, language, performance process, and workforce needs. Training delivery can then be supported by practice labs, virtual sessions, observation, or coaching circles. This blend gives managers repeated opportunities to move from understanding a concept to using it confidently.

Organizations reviewing their wider learning approach may also benefit from recognizing signs of a strategy refresh, particularly when leadership programs are disconnected from operational priorities or lack follow-through.

Connect Practice With Real Work

Managers improve fastest when training mirrors the conversations they face. Instead of discussing coaching in abstract terms, facilitators can use realistic cases involving missed targets, conflicting priorities, low confidence, or stalled development plans. Participants can practice, receive feedback, and repeat the conversation with a revised approach.

Post-training reinforcement should fit naturally into the manager’s workflow. Conversation guides, reflection prompts, observation checklists, and short manager-led practice sessions can sustain attention without creating excessive administrative demands. Senior leaders also have an important role in modeling coaching and recognizing its use.

Measure Transfer And Business Value

Evaluation should track more than whether participants enjoyed the training. Learning teams can examine confidence, skill demonstration, coaching frequency, employee perceptions, performance trends, internal mobility, retention, or progress against role-specific goals. The appropriate measures depend on the business problem the program is designed to address.

Predictive Evaluation provides a useful way to forecast and measure adoption, impact, and return on investment before and after implementation. Connecting learning data with operational indicators helps leaders determine whether the program is changing behavior and producing meaningful results. Guidance on linking learning metrics can help organizations make that connection more precise.

Coaching Training Element	What Managers Practice	Useful Evidence
Active listening	Clarifying, paraphrasing, and summarizing	Employee feedback and observation
Development conversations	Setting goals and identifying actions	Goal progress and follow-up completion
Performance coaching	Addressing gaps with specific examples	Improvement in targeted performance measures
Questioning skills	Helping employees analyze problems	Quality of action plans and decisions
Feedback delivery	Balancing candor, context, and support	Feedback confidence and team climate

Make Coaching A Management Habit

Sustainable coaching depends on reinforcement from the organization. Manager expectations, performance reviews, leadership standards, and recognition systems should all communicate that developing people is part of the role. When coaching is treated as optional, urgent tasks will consistently displace it.

Learning consultants can help align enterprise learning strategy, leadership development, instructional design, and training delivery around this expectation. The result is a connected experience in which managers learn a method, practice it in context, receive support, and demonstrate progress over time.

Practical Recommendations

A targeted program becomes more effective when its scope is clear and its support continues beyond the classroom. Organizations can strengthen the design by taking these actions:

Start with two or three coaching behaviors linked to a defined business need.
Use realistic scenarios drawn from the managers’ teams, functions, and performance challenges.
Include practice, feedback, and follow-up rather than relying on presentation-based instruction.
Provide short job aids that managers can use before and during coaching conversations.
Evaluate behavior adoption alongside employee and business outcomes.

When managers become more capable coaches, learning reaches employees through everyday interactions. Dave Basarab Consulting can help organizations design and deliver a practical coaching development solution, connect it to enterprise priorities, and use Predictive Evaluation to demonstrate its value. Begin by defining the coaching behaviors your managers need most and building a learning experience that turns those behaviors into consistent action.

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.