Posted by admin on July 3rd, 2008 — Posted in Management Parlor
What’s the best way to make a difference in the quality of your life. The answer lies not with one-time actions, which offer temporary results, but with embracing the concept of long-term pattern. Any discipline (playing a sport, learning a new language, utilizing a meditation) becomes a tool for growth when it’s performed daily. Starting out, hitting plateaus, sticking with it and pushing send on–these steps all lead toward personal transformation.
Nobody understands the benefits of praxis better than George Leonard, co-author of The Life We Are Given. Leonard, along with Esalen Institute co-founder Michael Murphy, developed Integral Transformative Practice, a pioneering program that streamlines exercise for people with busy schedules. Each 40-minute ITP session integrates elements of hatha yoga, martial arts, stretching, progressive relaxation, visualization, meditation and affirmation. ITP, tested for three years by the Stanford Center for Research in Disease Prevention, provided measurable gains in reaction time, short- and long-term memory, reasoning ability and global cognitive processing.
This allowed participants to become more focused and better able to manifest their goals. Make a commitment to use this daily drill as your own stepping stone to a healthier, happier life. There’s one catch: Learning a new skill takes time, and there’s no such thing as “instant enlightenment.” We must put into practice session what we wish to be. ITP is based on the kata–a pre-determined sequence that is, in a sense, a moving meditation. So take a deep breath, slow down, and get ready to embark on a life-altering journey.
Spine Extension: Inspire, and extend your coat of arms in front of you. Raise your blazon overhead, bending the knees slightly and leaning backrest from the hips without straining your spinal column. Forward Bend: Expire, and hinge onward at the hips, releasing your blazonry and drumhead down, custody touching the flooring at the sides of your feet. (You can bend your legs slightly.) 4. Lunge: Breathe in and look advancing, elongating your vertebral column.
Bend your right field knee joint, aligning it across your rightfulness ankle joint, as you step binding with your left field foot, placing your left hand articulatio genus on the level. Keep your chest of drawers open and shoulders relaxed. Downward Facing Dog: Breathe out, and extend your right hand foot book binding to meet the left wing as you straighten both legs. Lift your hips to form an inverted V. Firm your thighs, and look cover at your knees. Keep your neck long and weaponry heterosexual, not locked.
Chatarunga (yoga push-up): , and lower berth your knees to the storey, with implements of war heterosexual person and wrists aligned under shoulders. Your trunk should form a straight person line from read/write head to hips. Move your bureau toward the story by bending your elbows, retention them close to your sides. Cobra: Continue to inhale. 2, cross your right wing mortise joint your.
Mike Cliff www.noveltygiftidea.net
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Posted by admin on June 6th, 2008 — Posted in Management Parlor
Many experienced trainers feel that there is something lacking in their rehearsals, even after mentally reviewing their notes and presentation aids. They’ll know their style and method of delivery. They’ll already have experience with their subject, and have pre-established methods of getting points across. Many of their facts and supporting material will already be committed to memory. Still, experience indicates that there must be a way to be better prepared to deliver a presentation. At this point, an auditory rehearsal can have great value. Practice and polishing specific effects, smoothing out the use of visuals, or trying new ideas out on someone may be of additional benefit.
In an auditory rehearsal, a trainer can serve as their own auditor by recording their presentation, listening to it (or observing it, if they use video tape), making notes, and re-recording it, but this method lacks the objectivity which other people can provide. The best way to achieve this objectivity is to choose one or more reasonably qualified persons to act as “rehearsal critics.” If a group can be assembled approximating the size of the real audience, have them ask questions that the public group might ask. Auditors should have technical knowledge sufficient to criticize or check the accuracy and validity of the presentation’s substance. They should possess the ability to evaluate the trainer objectively. Their interest and willingness to serve as critics must be genuine and if possible, they should have read this article.
It is important that a trainer see their auditors as a real audience and make the presentation exactly as it would be made under the actual conditions. Do not “act”; treat this rehearsal as a real-life situation. Beforehand, trainer and critics should decide whether a given rehearsal is to be all, or only a part of the presentation, and then there should be no interruptions. All comments should be reserved until that portion has been delivered in its entirety. Partial rehearsing is less desirable than running through the entire presentation, but time restrictions often preclude this. There should be at least two full rehearsals including notes, materials and hand-outs: one to find the mistakes in the total version, the second to correct them. Additional rehearsals are determined by available time and the need for further polishing.
Upon completion of a full auditory rehearsal, many trainers feel more confident about their presentation. In effect, they already will have delivered their presentation. The auditory rehearsal critique enables them to see how and why their audiences react the way they do. In essence, auditory rehearsals become the missing link between preparation and performance.
Copyright AE Schwartz & Associates All rights reserved. For additional presentation materials and resources: ReadySetPresent and for a Free listing as a Trainer, Consultant, Speaker, Vendor/Organization: TrainingConsortium
CEO, A.E. Schwartz & Associates, Boston, MA., a comprehensive organization which offers over 40 skills based management training programs. Mr. Schwartz conducts over 150 programs annually for clients in industry, research, technology, government, Fortune 100/500 companies, and nonprofit organizations worldwide. He is often found at conferences as a key note presenter and/or facilitator. His style is fast-paced, participatory, practical, and humorous. He has authored over 65 books and products, and taught/lectured at over a dozen colleges and universities throughout the United States.
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Posted by admin on June 3rd, 2008 — Posted in Management Parlor
The five relationships you must nurture to
maximize your effectiveness in the marketplace
can be identified by looking at the fingers
in your hand. The number one relationship that
gets overlooked is symbolized by your index finger.
The index, or pointer finger represents those I
call pawns and pushers. Pawns and pushers are in
your life to hinder your progress in achieving the
plan and purpose your Spiritual Source has assigned
to your life.
Whenever you seek to move outside your comfort zone,
or pursue those things in your heart that will benefit
others and yourself, you can expect opposition and
physical restraints. Pawns and pushers will hold you
down or back.
Let’s briefly look at the Pawn.
A pawn in a chess game is of least value. It can only
move in one direction. Pawns become powerful when
joined with another pawn to create ‘a duo,’ but is
limited to six advances. Many times before the game
is over, there are some pawns who have taken no action
at all. Those who do move forward, end their movement
before the eighth (8th) rank. Also, a pawn can be
promoted to any position, except king.
How does that relate to pursuing your business dreams?
A pawn is someone who can be used to further the purpose
of another. In a negative situation, pawns seem like
positive allies. The question you must ask yourself
is, “Will my association with this person, or group
propel me toward fulfilling my dream, or kill my dream?”
Pawns can be powerful persuaders, especially when
joined with another. Their words of encouragement and
support may sound so convincing that choosing to flow
in the direction they are traveling seems like an
obvious choice. Keep in mind three (3) things
when pawns show up:
1. Pawns are limited in how far they can take you
and are on one track. The track may not lead to
your destination. You may not reach your
destination because…
2. Pawns get off track before they complete the
course, or don’t take action at all… satisfied
with things as they are.
3. Pawns do not make it to the eighth (8th) rank.
Eight (8) is the number of new beginnings. Pawns
are not looking to begin something new. Neither
can they envision the possibility of a life without
limits. Pawns are limited in their thinking. It’s
what Zig Ziglar calls, “stinkin thinkin.” Stinkin’
thinkin’ by pawns are negative thoughts spoken aloud
to hinder themselves and you.
Pawns are mockers and scoffers who want power and
attention; especially the kind you are receiving,
but can’t get.
TIP: Review what you’ve written when you first
imagined the possibilities of fulfilling your
business dreams. If there are people who do not
stand in agreement, or are negative about your
dream, let the dream killers go and move on.
In Part 2 we’ll see the value of pushers in your
journey toward business success.
Robin Kegler is the Wearing The Right C.A.P. Coach, Speaker, Founder of Wearing The Right C.A.P.tm and creator of the Wearing The Right C.A.P. PAGS Assessments to help people know where they fit, will prosper and have the most fulfillment in life and work. She helps small business owners, entrepreneurs and solo professionals build strong teams by putting the right people…in the right place…doing the right assignment. To receive Right CAPtions, free audio downloads and more visit http://www.wearingtherightcapatwork.com or http://www.fanningtheflame.net.
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Posted by admin on June 2nd, 2008 — Posted in Management Parlor
Going from employee to manager is like taking a quantum leap. Sometimes it’s the most natural way to proceed forward, other times it takes time, patience and a good deal of planning.
Tip No. 1: Look forward.
There are many opportunities available to you, but you may not be able to see them. That’s because opportunities normally aren’t there unless you manufacture them. If you want to move into management you’ll have to understand how you can better contribute to a company in a management role. Knowing yourself is the key here. You may be a whiz-kid in your department, but will you be a good manager? Your technical knowledge and expertise may win you that managing role, but is that what you really want?
Tip. No. 2: Understand the future.
What seems like a good place to be, may not be once you get there. The industry changes all the time and by the time you win your promotion you may find that the ‘next big thing’ has shifted and moved in another direction. To avoid missing the boat, research your industry, speak to managers, read the papers. Always stay on top of any new developments in your field of expertise. Figure out where the future lies and then strategize on how to achieve a promotion in that direction. You strategy may include more study or training. If so, there’s no time to waste.
Tip No. 3: Build a people network.
Don’t be shy. Talk to people. Management is 90% people-related. It’s about communicating and building relationships. Talking also reveals how passionate you are about your job. In most cases, it isn’t enough to just be good at your job. People need to know that you are good at your job and people need to like you being good at your job. And it’s not just enough that your immediate boss likes you, but your boss’s boss and other departmental bosses need to like you, too. To step up into management you need to have a reputation that precedes you. So, start talking.
Dakota Caudilla, journalist, and website builder Dakota Caudilla lives in Texas. He is the owner and co-editor of http://www.your-business-services.com on which you will find a longer, more detailed version of this article.
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Posted by admin on May 30th, 2008 — Posted in Management Parlor
We all know that nothing runs without a plan, and a plan cannot run without having its objectives set.
That applies to any kind of plan, whether we’re talking business or personal finances, university degrees or NGO programs, website promotion or weight loss.
Setting objectives and milestones is of crucial importance for any planning activity and is the core of its success, or failure.
Knowing how to set objectives is not exactly rocket science in terms of complexity, but any strategist should know the basic rules of how to formulate and propose objectives. We will see in this article why objectives play such a major role within a company’s planning and strategic activities, how they influence all business processes, and we will review some guidelines of setting objectives.
The Importance of Setting Objectives
One might wonder why we need to establish objectives in the first place, why not let the company or a specific activity just run smoothly into the future and see where it gets. That would be the case only if we really do not care whether the activity in discussion will be successful or not: but then, to use a popular saying, “if something deserves to be performed, then it deserves to be performed well”. In other words, if we don’t care for the results, we should not proceed with the action at all.
Setting objectives before taking any action is the only right thing to do, for several reasons:
- it gives a target to aim to, therefore all actions and efforts will be focused on attaining the objective instead of being inefficiently used;
- gives participants a sense of direction, a glimpse of where they’re going to;
- motivates the leaders and their teams, since it is quite the custom of establishing some sort of reward once the team successfully completed a project;
- offers the support in evaluating the success of an action or project.
The 5 Rules of Setting Objectives: Be SMART!
I am sure most managers and leaders know what SMART stands for, well, at least when it comes of establishing objectives. However, I have seen some of them who cannot fully explain the five characteristics of a good-established objective - things are somehow blurry and confused in their minds. Since they can’t explain in details what SMART objectives really are, it is highly doubtful that they will always be able to formulate such objectives.
It is still unclear from where the confusion comes: perhaps there are too many sources of information, each of them with a slightly different approach upon what a SMART objective really is; or perhaps most people only briefly “heard” about it and they never get to reach the substance behind the packaging.
Either way, let us try to uncover the meaning of the SMART acronym and see how we can formulate efficient objectives.
SMART illustrates the 5 characteristics of an efficient objective; it stands for Specific - Measurable - Attainable - Relevant - Timely.
1. Be SPECIFIC!
When it comes of business planning, “specific” illustrates a situation that is easily identified and understood. It is usually linked to some mathematical determinant that imprints a specific character to a given action: most common determinants are numbers, ratios and fractions, percentages, frequencies. In this case, being “specific” means being “precise”.
Example: when you tell your team “I need this report in several copies”, you did not provide the team with a specific instruction. It is unclear what the determinant “several” means: for some it can be three, for some can be a hundred. A much better instruction would sound like “I need this report in 5 copies” - your team will know exactly what you expect and will have less chances to fail in delivering the desired result.
2. Be MEASURABLE!
When we say that an objective, a goal, must be measurable, we mean there is a stringent need to have the possibility to measure, to track the action(s) associated with the given objective.
We must set up a distinct system or establish clear procedures of how the actions will be monitored, measured and recorded. If an objective and the actions pertaining to it cannot be quantified, it is most likely that the objective is wrongly formulated and we should reconsider it.
Example: “our business must grow” is an obscure, non-measurable objective. What exactly should we measure in order to find out if the objective was met? But if we change it to “our business must grow in sales volume with 20%”, we’ve got one measurable objective: the measure being the percentage sales rise from present moment to the given moment in the future. We can calculate this very easy, based on the recorded sales figures.
3. Be ATTAINABLE!
Some use the term “achievable” instead of “attainable”, which you will see it is merely a synonym and we should not get stuck in analyzing which one is correct. Both are.
It is understood that each leader will want his company / unit to give outstanding performances; this is the spirit of competition and such thinking is much needed. However, when setting objectives, one should deeply analyze first the factors determining the success or failure of these objectives. Think of your team, of your capacities, of motivation: are they sufficient in order for the objectives to be met? Do you have the means and capabilities to achieve them?
Think it through and be honest and realistic to yourself: are you really capable of attaining the goals you’ve set or are you most likely headed to disappointment? Always set objectives that have a fair chance to be met: of course, they don’t need to be “easily” attained, you’re entitled to set difficult ones as long as they’re realistic and not futile.
Example: you own a newborn movers company and you set the objective of “becoming no. 1 movers within the state”. The problem is you only have 3 trucks available, while all your competitors have 10 and up. Your goal is not attainable; try instead a more realistic one, such as “reaching the Top 5 fastest growing movers company in the state”.
4. Be RELEVANT!
This notion is a little more difficult to be perceived in its full meaning; therefore we will start explaining it by using an example in the first place.
Imagine yourself going to the IT department and telling them they need to increase the profit to revenue ratio by 5%. They will probably look at you in astonishment and mumble something undistinguished about managers and the way they mess up with people’s minds.
Can you tell what is wrong with the objective above? Of course! The IT department has no idea what you were talking about and there’s nothing they can do about it - their job is to develop and maintain your computerized infrastructure, not to understand your economic speech. What you can do it setting an objective that the IT department can have an impact upon, and which will eventually lead to the increase you wanted in the first place. What about asking them to reduce expenditures for hardware and software by 10% monthly and be more cautious with the consumables within their department by not exceeding the allocated budget? They will surely understand what they need to do because the objective is relevant for their group.
Therefore, the quality of an objective to be “relevant” refers to setting appropriate objectives for a given individual or team: you need to think if they can truly do something about it or is it irrelevant for the job they perform.
5. Be TIMELY!
No much to discuss about this aspect, since it is probably the easiest to be understood and applied.
Any usable and performable objective must have a clear timeframe of when it should start and/or when it should end. Without having a timeframe specified, it is practically impossible to say if the objective is met or not.
For example, if you just say “we need to raise profit by 500000 units”, you will never be able to tell if the objective was achieved or not, one can always say “well, we’ll do it next year”. Instead, if you say “we need to raise profit by 500000 units within 6 months from now”, anyone can see in 6 months if the goal was attained or not. Without a clear, distinct timeframe, no objective is any good.
Otilia is a young certified professional with expertise in eMarketing and eBusiness, currently working as independent consultant and ePublisher. She developed and teach her own online course in “Principles of eMarketing” and is also a volunteer Economics teacher.
You can contact her via her Marketing resources portal at TeaWithEdge.com
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Posted by admin on May 21st, 2008 — Posted in Management Parlor
You have written your presentation and started to rehearse it in front of a sympathetic audience who can give you reliable feedback. At this stage you will be finding your own unique style of relating to an audience and presenting information.
Be as natural as possible and certainly do not try to copy someone else, or you will come across as false and your audience may also start to doubt the accuracy of the content.
Many people find at this stage that they unconsciously adopt a repetitive pattern of behaviour while speaking to an audience! A common characteristic of the inexperienced presenter is the use of ‘crutch’ words such as ‘you know’, ‘actually’ and ‘basically’. You may not normally use them to excess but nerves can produce all kinds of unexpected tics!
Or the behaviour may be physical, such as hand rubbing, pacing about or fiddling with hair. The Reluctant Nudist is uncomfortable about being the centre of attention and will cover himself up as much as possible, crossing arms, legs and displaying other defensive body language.
Have you ever spotted a Teapot? They stand with one hand on a hip while the other arm waves around or rests along the top of the flip chart. The Change Jangler is one of the most annoying - they dig deep into their pockets while rifling noisily through the contents.
You may well have spotted other bizarre, totally unconscious behaviour from presenters. Make sure you get some objective, honest feedback at the rehearsal stage - better to be told by a friend now than after the event! Practice will help you to become aware of any irritating habits and to correct them, so allow yourself time to rehearse, review and rehearse again.
Andy Britnell specialises in sales and customer service training for the private and public sectors. Go to http://www.andybritnell.co.uk/ and you can sign up for my FREE short monthly newsletter and FREE e-mail coaching.
I coach corporate and SME clients who wish to fulfil more of their potential by thinking and behaving more effectively - see http://www.executive-coaching-for-business-growth.com/
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Posted by admin on May 7th, 2008 — Posted in Management Parlor
1. Good Communicator. Extraordinary Leaders are those who can take the
vision they have and communicate it in ways that their followers can easily
understand, internal, and own. Then, and only then, can they carry it out!
So focus on speaking and writing more clearly, and with the passion that you
have for the vision you have. Use different ways of communicating, including
different ways verbally and non-verbally. Above all, communicate often!
2. “Sees” the End Result Long Before Others. I think the greatest compliment
on my leadership skills I ever received came from a gentleman who told me
that “you see things about 6 months before the rest of us.” Without tooting
my own horn (okay, a little bit maybe…), that is a skill of a leader. They
are always looking out ahead of themselves and their situations. Followers
are worried about what happens today, while leaders are thinking about and
strategizing about what they see for tomorrow. Be constantly looking ahead.
Practice making projections. Get good at “seeing” the future. When you can
do this better than others, they will look to you for leadership!
3. Ability to Define Goals for Self and Others. Do you know what your goals
are? Can you define them? Can you articulate them clearly (see number one)?
Can you do this for those who follow? Can you define and set their goals? An
Extraordinary Leader works at clarity and definition of goals so that they
can be internalized and acted upon by others. Work hard at this skill and
others will follow!
4. Ability to Set Strategy and Course of Action. What will you do to reach
the goal? Many people can say where we should go, but it is the
Extraordinary Leader who can lay out a plan for everyone to get there! Work
at laying out a plan for you and your followers. Remember that there are
people with different skill and passion levels, and take this into account!
Get good at this and when people want to get to their goals in a hurry, they
will call on you to lead!
5. Ability to Teach Others. One of the greatest leadership development
companies in the world has been General Electric. This is because their CEO,
Jack Welch, has always emphasized the need for current leaders to teach
others. He himself spends what others would consider an extraordinary amount
of time in the classroom teaching. But remember, he is an Extraordinary
Leader and he is developing Extraordinary Leaders to follow behind him. Work
hard at your teaching techniques, and be sure to use as many situations as
possible for the opportunity to teach those who would follow.
6. Ability to Inspire Others. You may have a great goal, but if you want to
be an Extraordinary Leader, then you will have to put a little oomph under
your followers! This is the ability to inspire! Work at helping them to see
the big picture, the great end results, and how good it is going to be for
them and others. Above all, make it exciting. If it is a good goal, it
should be exciting. If it isn’t exciting, then dump it and get a goal that
others can get excited about!
7. Delegates. An Extraordinary Leader is rarely a person who is doing
everything him or herself. Extraordinary Leaders get there job done through
others. They figure out the way, communicate the way, and inspire the
followers to go that way, and then they get OUT OF THE WAY! Delegate to your
people. Empower them! Set them free to soar! This is what an Extraordinary
Leader does. Leaders who do it any other way are just extraordinarily tired
at the end of the day with very little to show for it!
About The Author:
Chris Widener is a popular speaker and writer as well as the President of
Made for Success, a company helping individuals and organizations turn
their potential into performance, succeed in every area of their lives and
achieve their dreams.
To see Chris “live” at the upcoming Jim Rohn Weekend Event as he speaks on
the subject of Secrets of Influence go to
http://Chris-Widener.InspiresYOU.com/ or call 800-929-0434.
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Posted by admin on May 3rd, 2008 — Posted in Management Parlor
What will you do when February rolls around and you’re sticking to your New Year’s Resolutions?
Yes, that’s right you’re loosing that weight.
You’re paying off those credit cards.
You’re getting angry less often with your spouse.
Sound incredulous!
One of the reasons we groan at the mere thought of New Year’s Resolutions or setting personal and business goals is bad experience. Until just now hadn’t you all but given up on setting some viable goals for this coming year?
Why are we so lousy at sticking to our goals?
Well, when it comes to setting goals most of us fail to be SMART*!
But not this year! This year is different.
Because being SMART will change all that…and that’s a promise!
SMART goals do get results ~ even for the most ardent “unbeliever”.
This “secret” to outlining goals that truly leads to action and accomplishment may not be new but it works every time if we follow five simple principles.
Goals that get results must be…
SPECIFIC
Motivating goals are clearly defined so that we know exactly what we are doing and where we are headed.
For example: A set of missionaries sets a goal to…
‘Solicit 1 prepared referral from each church member visited.’
Although this sounds specific, if the missionaries take it one step further and define “prepared” they will be significantly more successful.
MEASURABLE
Knowing whether or not we are making progress is key to sticking to our goal. This requires that qualitative goals are somehow quantified by using percentages or numbers.
For example: A couple commits to communicate more effectively…
‘Three out four Sundays a month we will have Companion Inventory [structured process used to discuss pertinent relationship issues].’
This couple is doing more than hoping they’ll communicate better they are taking measurable action to assure they do.
ATTAINABLE
Assessing where we are, is critical to determining where we can go. Sure we must set lofty goals that make us stretch, but if a goal is unrealistic we will abandon it in frustration somewhere along the way.
RELEVANT
Making sure that our goal leads us toward an overall, long term objective keeps us on track. Effective goals are in harmony with our Vision & Values.
For example: Business partners who both want quality family time…
‘Joint weekly production goal of $xxx must be met in 5 working days.’
A goal outlined in such a manner focuses on generating revenue without loosing sight of why it is needed in the first place.
TIME BOUND
Setting a dead line for completion with detailed, practical steps leading from here to there, and regular check points to evaluate progress goes a long way to eliminate, “I’ll do it tomorrow”.
So there you have it, five straightforward principles.
To get started, jot down your general goal and work it with the SMART system. Yes, it will take a little more time. You may also want to set fewer goals. It is far better to have one or two highly effective goals than to have 10 you’ll give up on.
This New Year as you set goals, be they personal or business, make them SMART goals.
God bless you and may 2006 bring you joy and great rewards and be the foundation for great things to come.
*for more information about SMART and other great stuff check out ‘Leadership for Saints’ by Rodger Dean Duncan & Ed J. Pinegar available at Amazon.com
Margrit Harris, Your Relationship Expert, provides Helpful Answers to Tough Relationship Questions for life and business.
Business clients include Wachovia Securities, Morgan Stanley and a variety of small business executives. While life clients range from college students to seasoned professionals. Author of StrataTips, practical weekly free Relationship Advice, and the popular goal setting ebook VisionRoadMap. Visit StrataTeam’s estore today.
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Posted by admin on April 27th, 2008 — Posted in Management Parlor
All too often, we may be envisioning a level of success, which is far beyond what we can realistically accept and thus fall short of full manifestation. However, if we can envision a period of time in which our success can gradually increase, quite often our subconscious can more easily accept it. However, allowing ourselves to get comfortably accustomed to a steadily increasing flow of abundance in our lives tends to stabilize it for us.
We’ve all heard stories about people who won the lottery and promptly lose it. This is a problem with acceptance. Simply, it was too much, too fast. It is far rarer to hear of someone who steadily and consistently increases his or her income losing it.
Because the subconscious mind has time to grow familiar with the experience of steadily increasing abundance, there is no need to sabotage the process. Another problem is the subconscious mind’s “believability factor.” It is far easier for the subconscious to swallow this new approach to success a small piece at a time. Allowing the process to occur in simple steps permits the Universe to cooperate solidly, with substance. This is because the subconscious can grasp the change more solidly and with greater substance.
Being gentle with yourself in your success work is very important in gaining success. Doing violence to your own inner logic accomplishes nothing. Stretch yourself of course, but allow it to be a natural growth process.
About The Author
Janet K. Ilacqua is a freelance writer based in Tracy, California. She specializes in academic writing and ghostwriting of books and manuals for individuals and small businesses. For more information about her services, check her website at http://www.writeupondemand.com.
jilacqua@aol.com
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Posted by admin on April 20th, 2008 — Posted in Management Parlor
This article describes how investments in skill-building training programs are usually wasted, and how to implement the best available options for enhancing learner retention and increasing your organization’s ROI.
The Problem
Do any of these challenges sound familiar to you?
- We spent quite a bit of money to train our staff, and now 6 months later nobody is using it!
- Everybody liked the program, and they were positive when they walked out the door, but nothing seems to have really changed….
- Our senior leaders are complaining that we didn’t get the results we were after, in spite of the significant investment we made!
These scenarios happen all too often today. There are 3 key reasons why your training investment may be wasted:
- All skill learning involves physically growing new neural connections in the brain.
- It takes lots of practice and an extended period of repetition of skills to stimulate this growth and establish these neural connections.
- Improving behavior with new skills means working against habits that have been ingrained for decades.
It sounds like a daunting task to overcome these hurdles, doesn’t it? But today there are new strategies, resources and technologies that can overcome these obstacles and really make learning stick.
The Solution
If you perceive training not as an event, but as a process designed to reinforce behavior over the long run, you will see long-term behavior change and increase your ROI from learning initiatives. An excellent way to do this is with a “blended approach” to learning.
About Blended Learning
“Blended Learning” is a term used to define the use of multiple learning resources to help learners change behavior. This includes instructor-led classes, virtual classes, self-paced instruction, assessment tools, coaching, on-the-job resources, books, reference manuals, and discussion forums. Knowing how to create well-designed learning solutions, using a blended approach, can insure you achieve the objectives you’ve targeted.
Blended learning has become one of the hottest topics in the learning profession. In a recent study, survey respondents rated blended learning as the most effective form of training.1
In fact, the use of blended learning is projected to double in the next couple of years. In 2004, it comprised 16.1% of training and is projected to grow to 29.4% of all training by 2006. It was cited as the most effective type of training by 78.5% of respondents in the 2004 survey, followed by instructor-led and on-the-job training. It was also cited as the most efficient form of training.
The amount of online learning used over the next 2-3 years is also expected to double. Our experience has shown there are 2 approaches to e-learning that will significantly enhance learner retention and provide a high ROI, as follows:
- Online Instructor-led Training. This is also known as a Virtual Classroom.
- Online, Self-Paced Training.
Moving from instructor-led classroom instruction to self-paced online instruction and virtual classroom delivery was frequently mentioned as the key to:2
- increasing the ration of employees to learning staff members by up to 40%
- reducing travel costs by as much as 80 percent
- reduced time away from the job
- increased usage of learning assets
- integrating learning with job tasks
This indicates that not only is a blended learning approach a more productive learning experience, it is also more cost-effective for the organization. One key element of reduced cost is the reduction of travel costs and time out of the office.
The Importance of Reinforcement and an Ongoing Learning Process
In addition to the use of multiple learning delivery options, the use of reinforcement and ongoing “touch points” is critical for enhancing learner retention. Without an ample period of skill reinforcement, an organization’s investment in training will not result in changed behavior patterns.
The key is to think of training not as an event, but as a long-term process. We have found that the use of virtual classes, conducted in 60-90 minute sessions, provides an excellent way to economically and efficiently create reinforcement opportunities and enhance learner retention. It also encourages an additional element of accountability when each participant must report the actions taken on their Development Plan, as created in the classroom.
Assessment, Measurement and the use of a Development Plan
Not only do assessment tools provide excellent resources to measure progress, they enhance the learner’s ability to apply new skills and retain knowledge. An excellent way to measure improvement is to use a behavior-based pre-test before training, followed by an identical post-test 9 to 12 months later. Knowledge tests assess the wrong thing: what a person knows, rather than what a person is doing. Multi-source feedback (also known as 360 degree feedback) is the only way to get an objective assessment of leader, team and other people skills, all of which are otherwise hard to measure.3
Not only does 360-degree feedback offer an excellent measurement resource, it provides the participant feedback regarding his or her current strengths and development needs in areas targeted during the training program. This helps the participant apply the learning concepts discussed in the classroom, and to create an individualized Development Plan to improve behavior.
Accountability
Holding participants accountable increases the chance that they will follow through on the actions identified to enhance their performance. When they know they will be held responsible to show evidence of improvement, their motivation to work on performance issues dramatically grows. When the participant shares his or her Development Plan with the immediate manager, it helps the manager to not only coach the individual where needed, but hold him or her accountable for following though on the plan.
Strong, consistent coaching from supervisors and managers is the key to bridging the chasm that exists between learning and behavior. Train leaders to apply the right amount of accountability and support to their direct reports to ensure that transfer takes place. Include a 360-degree feedback process to enhance the likelihood that supervisors are applying what they’ve learned.4
Summary
The bad news is that it’s extremely hard to improve performance when less effective behaviors have been ingrained for years. The good news is that it CAN be done when:
- The problem is identified (typically through a 360 degree feedback diagnostic)
- A targeted training program is provided
- Learning is reinforced over time
- The individual is held accountable for improvement
The primary viewpoint needed is to view training not as an event, but as a process of ongoing learning and follow-up.
Susan Cullen is President of Quantum Learning Solutions, Inc. in Princeton, New Jersey. She has implemented successful blended learning approaches worldwide with Fortune 500 companies and smaller organizations. For additional information, contact 800-683-0681 or visit http://www.quantumlearn.com
1 Blended Learning Survey, 2004, conducted by the American Society of Training & Development and Balance Learning
2 ASTD 2004 State of the Industry Report, published by the American Society of Training and Development
3 2005, Dennis E. Coates, Ph.D., “How to Create a Practical Follow-Up Plan that Ingrains Leader, Team and Other People Skills”
4 Training + Development magazine, April 2005, “Transferring Learning to Behavior” by Jim Kirkpatrick
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