I have the unique opportunity to create a Learning and Development function from scratch. I know that there will be multiple priorities. I welcome any "words of wisdom" and advise on what will have immediate impact while building the foundation for long term credibility and focus on performance impact.

What kind of immediate impact are you looking for? On whom? and For what purpose?

Wow. If I wanted to go back to the corporate world, I would kill for the opportunity!

The answers could probably fill a large book, but just off the top of my head, generally, I'd spend attention and time to managing the senior executives, politic with them, so you have their active support and INVOLVEMENT. If and when you can make yourself into a "tool" for executives, managers, etc, to achieve corporate goals, you will have the brass ring.

Now, the question would then be: how do you do that, and well, for that you have to have another book, and get tootsie-fruitsied (anybody know the marx brothers scene at the race track with chico and groucho)?

BTW, I'm betting there are at least one or two books published on this subject over the decades.

Bruce - I would start with research. Lots of it. I mean the explicit knowledge that is available in researched books and peer-reviewed journals (to reiterate in my way what I believe Mr. Bacal is talking about). Then, I would research and analyze my company. (Just a couple key initial actions.)

I wouldn't seek out tacit knowledge until I had more ducks in a row and specific things about which to ask.

Very best of luck to you.

I am very interested to know, if you would be willing to share - what is your background that enabled you to snatch up such a golden opportunity. I wanna get me one of those.

Pareto Principle: 20% (or so) of the business activity will have bottom line impact. Focus in that band of influence (or risk- it works the other way too) and develop training to get that working as great as possible.

These should be the issues your C-level folks are looking at and tracking, but there may be other "line-of-sight" issues for your C-level folks. Find these, address them.

Chalk up victories in these bands as quickly as possible, translating the strategic needs into executable, tactical plans. Then, you are seen as a business partner and trusted solutions provider, gaining a "seat at the table" and able to leverage more influence to get what you need to make futher penetration to further assist the business.

In short, always approach it as a business person first, a training person second. If your training makes business sense at all times, you are on the right track.