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

Measuring Leadership Behaviour Adoption After Training

Leadership training creates value when ideas become visible in daily work. A manager who gives clearer feedback, makes fairer decisions or builds accountability is demonstrating adoption, rather than simply recalling content from a workshop. The measurement challenge is to distinguish genuine behaviour change from temporary enthusiasm after training.

A useful approach connects three levels of evidence: what leaders do, how teams experience those actions, and which business outcomes may be influenced. This gives learning teams a practical way to track capability without claiming that every change in performance came from one course.

For Australian organisations, context matters. A leadership habit may look different in a Sydney technology firm, a regional hospital in Queensland or a mining operation using fly-in fly-out rosters. Measures should reflect local working conditions, industrial expectations and the language employees actually use with their managers.

Define The Behaviour Before Measuring It

Start with a small set of observable leadership behaviours. “Lead inclusively” is too broad to score consistently, while “invites quieter team members to contribute before making a decision” can be observed, discussed and rated. Other examples include holding fortnightly development conversations, clarifying decision rights and closing the loop on employee concerns.

Each behaviour needs a clear context, frequency and quality standard. A leader might be expected to run a structured one-to-one every two weeks, but the measure should also consider whether the conversation includes useful feedback and agreed actions. This prevents activity counts from being mistaken for effective leadership.

The targeted development plan approach is particularly useful for high-potential employees, because it links individual capability priorities with specific evidence of progress rather than relying on attendance or confidence scores.

Establish A Baseline And A Review Rhythm

Collect baseline information before the learning begins. This might include a short manager self-assessment, direct-report feedback, existing engagement data, quality indicators or records of performance conversations. The baseline does not need to be perfect; it needs to be consistent enough to support comparison.

A practical review rhythm often includes a check at 30, 60 and 90 days, followed by a broader review at six months. Early checks reveal whether leaders are attempting the new habits. Later checks show whether those habits have survived workload pressure, restructures and competing priorities.

Use the same core questions across each measurement point, while allowing space for comments. Trends are more valuable than a single score. If team members report that feedback conversations are more regular but still avoid difficult topics, the result points to a refinement in coaching rather than a simple success-or-failure judgement.

Combine Behavioural And Business Evidence

No single data source can prove leadership adoption. Self-reporting is easy to collect but can be optimistic. Direct-report surveys provide a stronger perspective, though response rates may be affected by trust, anonymity concerns or a recent workplace dispute. Observation and manager check-ins add detail about how behaviours are applied.

A balanced measurement model could look like this:

Evidence source	What it reveals	Useful timing	Common limitation
Leader self-assessment	Confidence and intended application	Before and after training	May overstate consistency
Direct-report pulse survey	Perceived changes in daily leadership	30–90 days	Low response or fear of identification
Manager observation	Quality of behaviour in context	Monthly or quarterly	Requires trained observers
People data	Retention, engagement or absence trends	Quarterly or biannual	Influenced by many factors
Business metrics	Operational or customer impact	Six months and beyond	Attribution can be difficult

Business measures should be selected carefully. A leadership programme may contribute to lower regrettable turnover, faster issue resolution, improved safety reporting or stronger internal mobility, but it rarely acts alone. Predictive Evaluation helps organisations connect leading indicators, adoption evidence and later results so executives can see a credible chain of influence.

Make Feedback Safe And Specific

Employees need confidence that their feedback will not identify them or create negative consequences. This is especially important in smaller Australian workplaces, where a survey comment can feel recognisable even when names are removed. Set a minimum response threshold, report themes rather than individual remarks and explain how findings will be used.

Use plain Australian workplace language. “My manager follows through” may produce more useful responses than “demonstrates accountability behaviours”. In a FIFO environment, include questions about handovers and remote contact. In a hybrid team across Melbourne and Perth, measure whether leaders maintain fair access to information and development opportunities across time zones.

Qualitative evidence adds meaning to scores. Ask for one recent example of the behaviour and one barrier that made it difficult. Patterns in those comments can reveal whether the issue is capability, workload, role clarity, systems or organisational culture.

Turn Findings Into A Learning Decision

Measurement should lead to action. If adoption is low because leaders do not understand the behaviour, provide practice and examples. If they understand it but lack time, address meeting design, workload or executive modelling. If teams do not notice the behaviour, check whether it is being applied inconsistently or in ways that feel performative.

Executives also need a concise view of value: the behaviour targeted, the evidence collected, the change observed and the business implication. Strong learning budget evidence combines credible measures with a clear explanation of what the programme can reasonably influence.

Practical Measurement Recommendations

Define three to five behaviours that can be seen or heard in everyday work.
Capture a baseline before participants attend the programme.
Gather evidence from leaders, direct reports and relevant operational data.
Review adoption at 30, 60, 90 days and again after six months.
Protect anonymity, especially in small teams and regional operations.
Separate behaviour change from business outcomes while showing their relationship.
Use findings to adjust reinforcement, manager support and future learning design.

The strongest evaluation systems treat leadership development as a behaviour-change process, not a one-day event. When observable actions, employee experience and business indicators are reviewed together, organisations can see whether training has become part of normal work. The key point to remember is simple: measure what leaders do repeatedly, how their teams experience it, and which results move over time.

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.