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 Should Include Peer Coaching

Leadership capability is shaped in everyday decisions, conversations and trade-offs, not only in formal workshops. Peer coaching gives leaders a structured way to practise those behaviours with colleagues who understand the pressures of the same organisation.

For Australian employers, this approach is especially relevant across dispersed teams, hybrid workplaces and varied operating environments. A leader in Sydney may face different customer and workforce conditions from a counterpart in Perth, while both still need to build trust, accountability and sound judgement.

Peer coaching connects leadership development with real work. It can reinforce a learning pathway, strengthen employee capability and provide evidence that development is influencing performance rather than simply generating positive course feedback.

Development approach	Primary strength	Common limitation	How peer coaching helps
Classroom program	Shared concepts and practice	Limited transfer to daily work	Provides ongoing application and reflection
Executive coaching	Highly individualised support	Can be costly at scale	Extends coaching habits across a leadership cohort
Self-paced learning	Flexible access	Requires strong self-direction	Adds accountability and social learning
Peer coaching	Relevant, practical dialogue	Needs clear boundaries and skills	Builds capability through repeated workplace practice

The Business Case For Shared Practice

Leadership programs often lose momentum when participants return to competing priorities. Peer coaching creates a regular bridge between a learning event and the decisions leaders make in team meetings, performance conversations and operational reviews.

A colleague can challenge assumptions, offer a different perspective and help translate an abstract model into an action that fits the workplace. This is valuable in sectors such as health, resources, professional services and government, where leadership decisions affect both workforce capacity and customer outcomes.

What Peer Coaching Adds

A peer coaching partnership is different from informal advice. It uses a defined conversation structure, agreed confidentiality and questions that help the coachee examine an issue before jumping to a solution. Over time, leaders learn to listen with greater discipline and give feedback that supports ownership.

The method also develops emotional intelligence. Leaders become more aware of how their communication affects others, particularly during change, conflict or uncertainty. Organisations can draw on emotional intelligence expertise when designing facilitator guidance and leadership practice.

Design For Australian Workplaces

Australian organisations frequently operate across large distances and mixed work patterns. A cohort may include leaders from Melbourne, Brisbane and regional sites, or combine office-based staff with FIFO teams in Western Australia and Queensland. Digital peer coaching can maintain continuity when regular face-to-face meetings are impractical.

Local workplace culture also matters. Many Australian employees respond well to practical, direct conversations, yet psychological safety must still be established so that candour does not become criticism. Pairing leaders across functions can broaden commercial understanding while preserving enough shared context for useful discussion.

Build Psychological Safety

Participants need to know what peer coaching is—and what it is not. It should not become a performance-management channel, an unofficial complaint process or a substitute for professional counselling. A short charter can define confidentiality, escalation boundaries, attendance expectations and respectful challenge.

Facilitators should model the behaviours they want to see: curiosity, attentive listening, concise questions and balanced feedback. Practice rounds using realistic scenarios, such as managing underperformance or leading a restructure, help participants build confidence before addressing sensitive live issues.

Measure Transfer And Value

Evaluation should examine whether leaders use the skills after training. Useful indicators include the frequency of coaching conversations, quality of feedback, team engagement patterns, internal mobility, retention in critical roles and progress against operational objectives.

A predictive evaluation approach can connect these measures to business outcomes before a program begins. A structured impact review guide can help learning teams and business-unit leaders examine adoption, behaviour change and return on investment using shared evidence.

Practical Ways To Launch The Program

A well-designed pilot can begin with one leadership cohort and a small number of clearly defined behaviours. The following practices improve consistency:

Match peers from different teams where constructive challenge is likely.
Provide a simple conversation model with questions and time limits.
Train participants in listening, questioning, feedback and confidentiality.
Schedule sessions at least monthly for six months.
Use workplace goals rather than hypothetical discussions wherever suitable.
Give sponsors aggregated progress updates without exposing personal conversations.

Senior leaders should participate visibly without dominating the process. When executives describe how peer coaching influenced a decision or relationship, the practice gains credibility. Learning teams can then use participant feedback and business data to refine the format before expanding it across the organisation.

Make Peer Coaching Stick

Peer coaching becomes sustainable when it is built into the leadership system rather than added as an optional extra. Include it in development plans, cohort calendars and manager expectations, while giving participants enough flexibility to work around operational peaks, school-holiday periods and time-zone differences.

The strongest programs also connect coaching with other learning methods, including learning bursts, action learning and facilitated reflection. Leaders should leave each session with a practical commitment, a way to observe progress and a date for revisiting the result.

The key point to remember is simple: leadership capability grows faster when leaders repeatedly practise, question and refine their behaviour with trusted peers in the context of real work.

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.