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

Why Leadership Development Fails Without Clear Success Metrics

Leadership programmes often begin with good intentions: build confidence, improve communication and prepare high-potential employees for larger roles. Yet a workshop can receive strong feedback while producing little change in team performance. The gap appears when organisations measure attendance and satisfaction instead of capability, behaviour and business impact.

For Australian employers, this matters across dispersed workforces in Sydney, Melbourne, Brisbane, Perth and regional locations. Hybrid teams, skills shortages and the cost of taking managers away from operational work make vague development goals increasingly difficult to justify. Clear success measures give leadership development a practical link to workforce priorities and commercial results.

Metrics Define Leadership Value

A leadership initiative needs a definition of success before content is developed. “Better leaders” is too broad to guide design or evaluation. A useful outcome might be faster decision-making, stronger psychological safety, improved retention of critical staff or more consistent performance conversations.

The metric should connect three levels: what leaders learn, what they do differently and what the organisation gains. For example, a programme on coaching could track manager confidence, the frequency and quality of one-to-one conversations, and changes in regrettable turnover within participating teams.

Without this chain, learning teams can report activity rather than value. Completion rates may look healthy while leaders return to workplaces that reward urgent task delivery over coaching, delegation and reflection.

Business Outcomes Before Course Design

The strongest leadership strategies start with a business problem, not a preferred workshop format. A bank may need fewer compliance errors, a healthcare provider may need safer handovers, and a mining company may need supervisors who can lead across FIFO rosters and multicultural crews.

This approach also clarifies the target audience. Senior executives, frontline supervisors and emerging leaders may require different behaviours, practice environments and measures. A single generic curriculum can dilute relevance, especially in Australia’s varied public, private and not-for-profit sectors.

Custom learning should still be efficient. A practical instructional design model can help teams move from business needs to performance tasks, practice and evidence without creating unnecessary development delays.

Adoption Must Be Visible At Work

Leadership capability is demonstrated in everyday moments: a manager gives useful feedback, handles conflict early, allocates work fairly or links priorities to customer outcomes. Evaluation should therefore examine workplace adoption, rather than relying on an end-of-course survey.

Evidence can come from manager observations, pulse surveys, team measures, operational dashboards and structured interviews. The right combination depends on the leadership behaviour and the time required to see change. A short learning burst may show immediate application, while culture or retention outcomes may need several quarters.

Useful adoption signals include:

Managers using a defined coaching or feedback process consistently
Employees reporting clearer expectations and more regular development conversations
Leaders applying the same decision principles across hybrid and on-site teams
Senior sponsors reviewing progress during normal business meetings

Balance Leading And Lagging Evidence

Lagging indicators such as productivity, engagement, safety incidents and internal promotion rates are valuable, but they rarely explain why results changed. Leading indicators reveal whether the new leadership practices are taking hold before financial outcomes become visible.

A balanced scorecard might combine participation, confidence, observed behaviour, team experience and business performance. It should also include a baseline and comparison point where feasible. Comparing participating teams with similar teams, or measuring before and after implementation, creates stronger evidence than collecting opinions alone.

Metrics must be interpreted carefully. Employee turnover can rise because of a restructuring, while engagement scores can improve because of a pay review. Evaluation is most credible when it records context, tests several evidence sources and avoids claiming that training caused every movement in a business result.

Control The Cost Of Custom Programmes

Poorly scoped custom training can consume significant design time before anyone confirms whether the proposed solution addresses the real performance issue. Australian organisations may also face travel costs between capital cities, award considerations, shift coverage and the practical difficulty of releasing frontline leaders from service delivery.

A disciplined design process identifies where customisation adds value. It may be needed for a specific operating model, regulatory environment or customer promise. It may not be needed for basic leadership concepts that can be supported through proven resources, facilitated practice and manager reinforcement.

Understanding custom training costs helps decision-makers compare development effort with expected adoption and business value. Clear metrics make that comparison possible before a large budget is committed.

Forecast Results Before Scaling

Evaluation should begin before delivery, when leaders can still change the audience, content, reinforcement plan or investment level. Predictive Evaluation provides a way to forecast likely adoption, impact and return, then test those assumptions as evidence becomes available.

A forecast is not a promise of a precise dollar figure. It is a structured view of conditions that influence results, including sponsor support, manager capability, time to practise, relevance to current work and the quality of measurement. This encourages honest decisions about risk.

The Predictive Evaluation book provides useful context for organisations seeking to connect learning investment with measurable outcomes. For an Australian business, forecasting can support a controlled pilot in one region before a national rollout.

Measurement focus	Example evidence	When it helps
Learning	Knowledge checks and confidence ratings	Immediately after delivery
Adoption	Observation, practice logs and manager reports	During the first 30–90 days
Team impact	Pulse surveys, quality or service measures	After behaviours become routine
Business value	Retention, productivity, safety or revenue data	At agreed review points

Make Measurement Part Of Governance

Success metrics should appear in the programme brief, sponsor updates and post-delivery reviews. When measurement is treated as a final reporting task, useful data is often unavailable, inconsistent or too late to influence decisions.

A governance rhythm can be simple: establish a baseline, review early adoption after 30 days, inspect team-level indicators at 90 days and decide whether to adapt, extend or stop the initiative. Sponsors should discuss barriers such as workload, inconsistent manager support and competing priorities alongside the results.

The next step is to select one current leadership programme, write down its intended workplace behaviour, and agree on one adoption measure and one business outcome before the next delivery date.

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.