Don’t Over-Do It!
Too many differing fonts, sounds and animations can kill your message. I remember watching a speaker that had every single slide animated with movement and sound. To this day I have to think very hard about to remember the content of her presentation; I was so distracted by the noise and action that I could not focus on her content. It’s really not that cute and it takes loads of your time to design it that way.
The Rule of Three
Too much content can overwhelm your learners. Keep each slide to three bullet points and limit each bullet point to around seven or eight words. If there is deeper content your audience needs to know provide them with a handout (not a copy of the slides). Your slides simply represent a summary of the key points you will be presenting, not a comprehensive data dump of all of your knowledge on the topic. The figures I have heard indicate that your audience will retain about 10% of what they hear you say… so it’s best to provide them with a meaningful handout.
Contrast is Good
Although a dark blue background with yellow font may be beautiful to look at, it is very difficult for your audience to read. Instead, opt for a light background with dark font. Be careful when you use the grey tones; I was watching someone present highly technical content to a large audience, and the slides they had designed had a medium grey background with a light grey font (with too many bullet points). The end result was that unless you were sitting in the front row, you could not read the slide. Partner this with no handout to support the content, and the presentation quickly becomes a dismal failure.
As you plan your next presentation, keep in mind this quote from Maya Angelou:
I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel. - Maya Angelou
Tuesday, October 12, 2010
Monday, August 16, 2010
The Manager’s Role in the Success of Training
It is often said that the biggest killer of quality training is the environment the learner returns to; even more specifically, the Manager or Supervisor the learner returns to. Unfortunately, it is not uncommon for a manager to communicate an uncaring and unsupportive attitude toward the new program or initiative. This could be due to a number of reasons: they don’t understand the objectives of the program, they have no “buy-in”, they feel threatened by the new program, don’t like the new ideas, or simply don’t like change. Once an employee has attended a training program, and assuming that the participant has actually learned something and is willing and eager to apply their learning, the manager can be a key factor in the success or failure of the application of learning. So let’s define the four key roles of the manager in the application or transfer of learning:
• Role #1 Understanding and Buy-in
• Role #2 Assess Learner Readiness
• Role #3 Support and Modeling
• Role #4 Keep the Message Alive
The manager must understand the content and objectives of the program or initiative.
It is critical that there is an understanding of the objectives and anticipated behavioral changes of a new program or initiative. This means that it is necessary to really look into and evaluate the content and process of the program, not just the title and general concept.
For example: I am working with a client who is launching a new customer service quality initiative. The title of the program is “Going Beyond Customer Service – Creating Customer Loyalty”. The program consists of a full day training program for front line customer service representatives, as well as a monthly follow up reminder using a custom job aid to reinforce the ideas and concepts of quality service identified during the training, and a half day follow session 6 months to one year following the initial program launch.
Although customer service can be pretty straightforward, the specific approach, concepts and ideas presented during training to go beyond customer service and create customer loyalty will be unique to the organization and audience. When possible the managers should participate in the pre-program planning, attend a training session or at least preview the program content. Doing so will prepare them for the next steps in their role of supporting the behavioral change.
The manager must assess the readiness of the learner
Although this idea is not often discussed or even considered, the readiness of the learner can impact the success of not only their personal outcome in the transfer of learning, but the outcome of the team as well. Some readiness considerations include the current knowledge and skill level as well as the employee’s attitude toward not only the topic, but also to growth and development in general.
The manager must support (and even model) the behavioral change being sought
Support means more than talk. Once the manager understands the direction and process for the new initiative, the next step is to embrace the content being presented in the training launch. If they have given some thought to their own self-assessment of service quality, and how they create and measure customer loyalty they will be better able to reinforce the concept with their direct reports. Additionally, the manager can be a catalyst for progress towards quality service when it comes to effectively managing emotions in difficult situations, team and personal goal setting. And ultimately creating powerful customer connections!
Following a training session, participants are often excited about new ideas and inspired to make change, it is crucial that the managers and senior leaders are “on board” with the new quality service expectations and subsequent behavioral changes, as they will need to encourage and support employees during the transition.
The manager must “keep the message alive”.
Using job aids such as custom posters or wallet cards summarizing the new quality service ideas generated during the training program will reinforce the message and can be used in meetings or on office communication boards to create an environment of support and dialogue. It is best if the message is kept “fresh” by rotating and focusing on one key concept each month.
The role of the manager is crucial and not to be understated! As organizations launch new program initiatives, and seek to implement an effective evaluation process, full consideration must be made to fully incorporate the manager so as to ensure as much success as possible in the transfer of learning and resulting behavioral change.
Find out more about the Workplace Learning & Performance Group at http://www.wlpgroup.com/
It is often said that the biggest killer of quality training is the environment the learner returns to; even more specifically, the Manager or Supervisor the learner returns to. Unfortunately, it is not uncommon for a manager to communicate an uncaring and unsupportive attitude toward the new program or initiative. This could be due to a number of reasons: they don’t understand the objectives of the program, they have no “buy-in”, they feel threatened by the new program, don’t like the new ideas, or simply don’t like change. Once an employee has attended a training program, and assuming that the participant has actually learned something and is willing and eager to apply their learning, the manager can be a key factor in the success or failure of the application of learning. So let’s define the four key roles of the manager in the application or transfer of learning:
• Role #1 Understanding and Buy-in
• Role #2 Assess Learner Readiness
• Role #3 Support and Modeling
• Role #4 Keep the Message Alive
The manager must understand the content and objectives of the program or initiative.
It is critical that there is an understanding of the objectives and anticipated behavioral changes of a new program or initiative. This means that it is necessary to really look into and evaluate the content and process of the program, not just the title and general concept.
For example: I am working with a client who is launching a new customer service quality initiative. The title of the program is “Going Beyond Customer Service – Creating Customer Loyalty”. The program consists of a full day training program for front line customer service representatives, as well as a monthly follow up reminder using a custom job aid to reinforce the ideas and concepts of quality service identified during the training, and a half day follow session 6 months to one year following the initial program launch.
Although customer service can be pretty straightforward, the specific approach, concepts and ideas presented during training to go beyond customer service and create customer loyalty will be unique to the organization and audience. When possible the managers should participate in the pre-program planning, attend a training session or at least preview the program content. Doing so will prepare them for the next steps in their role of supporting the behavioral change.
The manager must assess the readiness of the learner
Although this idea is not often discussed or even considered, the readiness of the learner can impact the success of not only their personal outcome in the transfer of learning, but the outcome of the team as well. Some readiness considerations include the current knowledge and skill level as well as the employee’s attitude toward not only the topic, but also to growth and development in general.
The manager must support (and even model) the behavioral change being sought
Support means more than talk. Once the manager understands the direction and process for the new initiative, the next step is to embrace the content being presented in the training launch. If they have given some thought to their own self-assessment of service quality, and how they create and measure customer loyalty they will be better able to reinforce the concept with their direct reports. Additionally, the manager can be a catalyst for progress towards quality service when it comes to effectively managing emotions in difficult situations, team and personal goal setting. And ultimately creating powerful customer connections!
Following a training session, participants are often excited about new ideas and inspired to make change, it is crucial that the managers and senior leaders are “on board” with the new quality service expectations and subsequent behavioral changes, as they will need to encourage and support employees during the transition.
The manager must “keep the message alive”.
Using job aids such as custom posters or wallet cards summarizing the new quality service ideas generated during the training program will reinforce the message and can be used in meetings or on office communication boards to create an environment of support and dialogue. It is best if the message is kept “fresh” by rotating and focusing on one key concept each month.
The role of the manager is crucial and not to be understated! As organizations launch new program initiatives, and seek to implement an effective evaluation process, full consideration must be made to fully incorporate the manager so as to ensure as much success as possible in the transfer of learning and resulting behavioral change.
Find out more about the Workplace Learning & Performance Group at http://www.wlpgroup.com/
Saturday, January 30, 2010
The Six Main Reasons People and Organizations Fail to Achieve Their Goals
We are at the end of January and by now many people have already given up on their so called new year’s resolutions. Have you? According to ASTD’s Human Performance Improvement model, there are six main causes for poor performance http://www.astd.org/. If you look at these causes and apply them to the strategic goal setting process, you can take a proactive approach and avert failure by considering how the following six keys apply to the goals you have set:
1. Knowledge/Skills: It’s a simple question… do you know how to do what you are trying to achieve? Do you need to develop some skills in this area? Is there a class you can take or a book you can read that will help you to improve your skills?
2. Motives: How important is this goal to you? To your organization? Have you identified what drives you? What is your main motivator? Steven Covey is known for saying that “you don’t invent your vision, you discover it.” The same can be said for motives. Motivation comes from inside, so it’s essential that you realize what motivates you.
3. Resources: Do you have the proper resources in place to achieve your goals? Consider what physical, financial and/or human resources you need to accomplish the task at hand. Make a list of the resources you need, and get to work on acquiring them. Of course some of the resources are more expensive than others and you may want to consider a phased approach as your program is implemented.
4. Systems: Ask yourself if you have the appropriate systems and processes in place to implement your goals. Do your systems support your team and your organization? Systems can include communication, marketing, computer networks & resources.
5. Information: New goals and new projects require accessing new information, new research on your target projects and goals. Do you have the information you need? Do you know where to find the information? Does your competition have better sources of information?
6. Wellness: Any new endeavor requires new energy and focus. Everyone has their own personal definition of wellness; to some it means work/life balance, financial health, and/or personal well being. In order to rise to the challenge of achieving new goals you need to be clear on the level of wellness and preparedness essential to your success.
I have found that one of the most important parts of achieving any goal is to implement the best system there is to make it happen. If you are managing a project, use an effective project management system; writing a speech? There’s a great process to do that effectively; lose weight? Well, you know there are loads of processes to help you with that. My favorites… eat right & exercise!
So remember the six major stumbling blocks to success, and navigate around them with a plan to succeed in 2010!
1. Knowledge/Skills: It’s a simple question… do you know how to do what you are trying to achieve? Do you need to develop some skills in this area? Is there a class you can take or a book you can read that will help you to improve your skills?
2. Motives: How important is this goal to you? To your organization? Have you identified what drives you? What is your main motivator? Steven Covey is known for saying that “you don’t invent your vision, you discover it.” The same can be said for motives. Motivation comes from inside, so it’s essential that you realize what motivates you.
3. Resources: Do you have the proper resources in place to achieve your goals? Consider what physical, financial and/or human resources you need to accomplish the task at hand. Make a list of the resources you need, and get to work on acquiring them. Of course some of the resources are more expensive than others and you may want to consider a phased approach as your program is implemented.
4. Systems: Ask yourself if you have the appropriate systems and processes in place to implement your goals. Do your systems support your team and your organization? Systems can include communication, marketing, computer networks & resources.
5. Information: New goals and new projects require accessing new information, new research on your target projects and goals. Do you have the information you need? Do you know where to find the information? Does your competition have better sources of information?
6. Wellness: Any new endeavor requires new energy and focus. Everyone has their own personal definition of wellness; to some it means work/life balance, financial health, and/or personal well being. In order to rise to the challenge of achieving new goals you need to be clear on the level of wellness and preparedness essential to your success.
I have found that one of the most important parts of achieving any goal is to implement the best system there is to make it happen. If you are managing a project, use an effective project management system; writing a speech? There’s a great process to do that effectively; lose weight? Well, you know there are loads of processes to help you with that. My favorites… eat right & exercise!
So remember the six major stumbling blocks to success, and navigate around them with a plan to succeed in 2010!
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