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

Three common mistakes in leadership development evaluation

Leadership development is often approved because organizations want stronger managers, better decisions, and more capable teams. Yet the evaluation process can become an afterthought, focused on attendance, satisfaction scores, or end-of-course surveys rather than meaningful changes in workplace behavior.

Effective leadership assessment connects learning activity with adoption, performance, and business outcomes. It establishes what success should look like before a program begins and gathers evidence at the points where that success can be observed.

Dave Basarab Consulting helps organizations connect enterprise learning strategy with measurable results through instructional design, leadership development, and Predictive Evaluation. Its learning consultancy services provide a useful foundation for evaluating whether leadership programs create lasting value.

Why leadership evaluation loses value

A leadership program can appear successful while producing little change. Participants may praise the facilitator, complete every module, and demonstrate knowledge during a workshop without applying new behaviors when priorities compete and pressure rises.

The problem usually begins with an unclear evaluation purpose. If stakeholders have not agreed on the decisions evaluation should support, data collection becomes a routine exercise. A useful approach defines the expected capability, the behavior that should follow, and the organizational result that behavior is intended to influence.

Evaluation should therefore be treated as part of the learning architecture, not as a report added after delivery. This shift helps learning leaders distinguish between participation, learning, transfer, and measurable impact.

Mistake: confusing enjoyment with learning

Participant satisfaction has a legitimate role. It can reveal whether content was relevant, the environment was supportive, and the facilitator created conditions for engagement. However, positive reactions do not prove that leaders gained usable skills or will apply them consistently.

A common evaluation form asks whether attendees enjoyed the session, found it valuable, or would recommend it. Those questions may produce reassuring results while missing whether managers can coach effectively, conduct difficult conversations, or make better decisions weeks later.

Use reaction data as an early signal rather than a final verdict. Pair it with knowledge checks, simulations, manager observations, work samples, and follow-up evidence of behavior change. The strongest evaluation model examines whether participants can perform the target behavior in realistic conditions.

Evaluation focus	What it tells you	Useful evidence
Reaction	Whether the experience felt relevant and usable	Feedback surveys, interviews
Learning	Whether capability increased	Assessments, demonstrations
Application	Whether behavior changed at work	Observation, manager reports
Business impact	Whether desired results improved	Operational metrics, performance data
Adoption	Whether the change is sustained	Follow-up trends, repeated practice

Mistake: measuring too late

Many organizations wait until a program ends before deciding what to measure. By then, the opportunity to establish a baseline, clarify expectations, and identify likely adoption barriers has passed.

Leadership development evaluation should begin before instruction. Stakeholders can identify the current performance gap, define indicators of success, and estimate the conditions required for transfer. Early forecasting also makes it possible to test whether the proposed intervention is appropriate for the business problem.

A well-designed program includes evaluation checkpoints during planning, delivery, and post-program reinforcement. Custom learning design and training delivery services can incorporate these checkpoints from the start, rather than treating measurement as a separate activity.

Mistake: separating learning from business performance

The third mistake is evaluating leadership capability without connecting it to the operating environment. A manager may improve a coaching score, for example, while turnover, productivity, quality, or employee engagement remain unchanged because other organizational barriers are still present.

This does not mean every business result can be attributed entirely to training. Market conditions, staffing, technology, incentives, and leadership support all influence outcomes. Strong evaluation acknowledges those variables and builds a credible chain between the intervention and the result.

Start with a business need, then identify the leadership behavior that can influence it. For instance, a goal to reduce avoidable turnover might require better career conversations, faster feedback, and stronger team recognition. Each behavior can be measured before broader workforce metrics are reviewed.

A practical evaluation rhythm

A useful evaluation rhythm combines predictive and retrospective evidence. Predictive measures estimate the likelihood that participants will adopt a skill, while later measures show whether the skill was used and sustained. This allows learning teams to adjust reinforcement before weak adoption becomes an expensive failure.

Learner feedback can support this process when it goes beyond overall satisfaction. Questions about confidence, relevance, expected use, manager support, and barriers to application can help forecast long-term transfer. Dave Basarab’s discussion of learner feedback explains how these signals can inform adoption decisions.

Evaluation checkpoints that support decisions

Before launch: define the business problem, baseline measures, target behaviors, and success criteria.
During learning: assess skill practice, confidence, relevance, and obstacles to application.
Shortly after learning: check whether managers are using the behaviors in real work.
During reinforcement: identify where coaching, tools, or leadership support are needed.
At the impact stage: compare relevant performance trends with the original business objective.

Turning evidence into better decisions

Evaluation becomes valuable when leaders use it to make choices. Evidence may show that the content is sound but managers lack time to practice, that participants need more realistic scenarios, or that performance measures are too distant from the behavior being taught.

These findings can guide targeted adjustments: redesigning activities, adding manager reinforcement, changing communication, or reconsidering the intervention itself. They also help organizations avoid expanding programs simply because attendance was high or satisfaction scores were favorable.

Leadership development works best when evaluation is continuous, practical, and connected to decisions. Organizations seeking a clearer link between learning investment and business performance can engage Dave Basarab Consulting to design an evaluation approach that predicts adoption, measures impact, and supports stronger leadership capability.

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.