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

Designing A Leadership Curriculum With Business Impact

A leadership curriculum should do more than explain management theories or provide a collection of workshops. It should change how leaders make decisions, coach employees, handle uncertainty, and deliver results. The strongest programs begin with business needs and work backward toward relevant learning experiences.

Before choosing topics, platforms, or facilitators, organizations need a clear view of the leadership behaviors they want to strengthen. These seven questions to ask before designing a leadership curriculum can help learning teams build a practical development strategy with measurable value.

What Business Results Should Leadership Development Support?

Start by identifying the organizational outcomes that leadership development must influence. These may include stronger retention, faster execution, improved customer experience, safer operations, better succession readiness, or more consistent performance across teams.

A leadership program becomes easier to prioritize when its purpose is connected to measurable business goals. Instead of promising to create “better leaders,” define the intended impact in observable terms, such as improved coaching quality, reduced regrettable turnover, or more effective cross-functional decisions.

Which Leadership Behaviors Need To Change?

Broad competencies such as communication, strategic thinking, and emotional intelligence are useful starting points, but they are too general to guide curriculum design by themselves. Translate them into behaviors that employees and managers can recognize in daily work.

For example, strategic thinking might mean linking team priorities to enterprise goals, while effective coaching might involve holding regular development conversations and giving specific feedback. Behavioral definitions create a stronger foundation for practice, assessment, reinforcement, and manager support.

Who Needs What Kind Of Development?

A first-time supervisor does not need the same experience as a senior executive or a high-potential employee preparing for a larger role. Segment the audience by leadership responsibility, business context, current capability, and future expectations.

Learner group	Typical development focus	Useful learning methods
New managers	Delegation, feedback, team routines	Practice, coaching, guided tools
Mid-level leaders	Influence, execution, strategic alignment	Simulations, peer learning, case work
Senior leaders	Enterprise decisions, culture, succession	Executive forums, scenarios, action planning
Emerging leaders	Self-awareness, communication, ownership	Learning bursts, mentoring, applied projects

Audience analysis also reveals access constraints. Shift-based employees, global teams, remote leaders, and time-pressured executives may require different delivery formats, schedules, and reinforcement strategies.

How Will Learning Transfer Into Daily Work?

A curriculum cannot rely on workshops alone. Leaders need opportunities to apply new skills in realistic situations, receive feedback, and revisit key ideas after the formal learning event.

Consider manager toolkits, peer practice, workplace assignments, coaching circles, short learning bursts, and prompts embedded in existing leadership routines. Thoughtful custom training design can connect these elements into a coherent learning journey rather than a disconnected series of sessions.

What Evidence Will Show That The Program Works?

Decide in advance how success will be evaluated. Participation rates and satisfaction scores may indicate reach and perceived relevance, but they do not prove that leadership capability or business performance has improved.

Use several levels of evidence: knowledge and confidence, observed behavior, team experience, operational measures, and financial outcomes where appropriate. A measurement plan should identify the baseline, data sources, timing, responsible owners, and realistic contribution of the curriculum.

What Support Will Sustain New Leadership Habits?

Leadership behavior is shaped by the surrounding environment. If executives model one standard while performance systems reward another, even a well-designed program will struggle to gain traction.

Examine the role of senior sponsorship, direct managers, talent processes, promotion criteria, recognition, and accountability. Clarify what leaders will be expected to do after training and how those expectations will be reinforced through business rhythms.

A forecasting and measurement approach such as Predictive Evaluation can help stakeholders estimate adoption and impact before major resources are committed. It also gives learning teams a structured way to connect program activity with business results.

Is The Curriculum Practical, Inclusive, And Scalable?

Review the proposed experience from the learner’s perspective. Is the language relevant to different functions and cultures? Can leaders use the tools in real situations? Does the workload fit operational demands? Are examples inclusive of varied leadership contexts?

Scalability matters as well. A curriculum may begin with live facilitation and later require digital resources, internal faculty, train-the-trainer support, or modular content. Design for consistency without removing the flexibility needed by different regions, roles, and levels of leadership.

Design Decisions Worth Making Early

Define two or three priority business outcomes before selecting learning topics.
Convert leadership competencies into observable workplace behaviors.
Segment learners by role, experience, context, and future responsibility.
Build practice, feedback, reinforcement, and manager involvement into the learning journey.
Establish evaluation measures that include adoption, behavior change, and business impact.

These questions create a disciplined starting point for leadership curriculum development. They help organizations avoid content-heavy programs that generate enthusiasm during training but produce little sustained change afterward.

When the desired outcomes, learner needs, workplace conditions, and evidence requirements are clear, instructional designers can create a leadership experience that is relevant and actionable. Organizations ready to align leadership development with measurable performance can discuss your priorities with Dave Basarab Consulting.

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.