So, what's this book about?You’ll find a contemporary approach to developing managers explained, all in concise, plain language. The focus is on helping you design, produce and deploy a programme that really delivers.You’ll understand what makes great online learning, along with how to blend it in with group sessions and coaching/mentoring (remotely and face-to-face).It’s all driven by the need for modern organisations to be flexible, responsive and above all, measure the impact of what they do.This book is for you if you:- need your managers to be better, and measure it- need to upskill managers with less money, resource and time- want the best bits of 25 years of experience in designing learning that worksThis book isn’t for you if you:- know your organisations people management skills couldn't be any better and that you’ve measured it- have unlimited budget, time and resources to deliver a management development programme- are an absolute expert in online learningA bit about the author.Pete Fullard is the forward-thinking CEO of Upskill People, the online learning company that helps people shine. He is rightly proud of what the company has achieved since he founded it in 1995 to produce engaging courses that actually work. The learning and development sector has changed a great deal in that time, and Pete has always been at the forefront of that change. The enduring principle behind the company is that if businesses are going to pay good money to upskill their people, the outcomes should be measurable.While Pete is very much an ideas man, he really gets business and people: what motivates him is working with ambitious people of all ages and backgrounds, helping them achieve their potential. More than a manager, he is a natural mentor, and his energy and enthusiasm are infectious, even after more than 25 years! He is driven to get things done quickly and determined to do them the right way, with an eye on not just profit, but also people and the planet.Pete will work through lots of alternatives if that's what's needed to get things just right. He has a knack of focusing on the positive in any situation and identifying ways to tackle challenges as well as looking for opportunities. His key talent is understanding, innovating and delivering impactful ways of doing things. He also uses his experience to get creative as a non-executive director helping other organisations do things better. Invariably, that involves measuring outcomes!