Sustaining learning

The debate on the ROI on L&D programs never leaves the mind space and at this time of the year it is a hot topic. The jury is still out when it comes to ROI on learning initiatives. Some would say it is like the chicken and the egg problem the experts are still researching; as far as I am concerned the ROI on training initiatives is very low and would continue to remain low unless we understand the fundamentals.

For any change to materialize for a learner (development included) the following five steps are necessary: 1) Awareness that development will make a difference 2) Motivation (willingness to change); 3) Skills required for the new behaviour; 4) Real world practice 5) Accountability (is anyone paying attention; does it matter).

 Assuming that the learning objectives were clearly articulated, the right participants were in the class room and the training methodology was appropriate it is the responsibility of step 4 and 5 where there is lack of clarity. Who is ultimately responsible for the final two steps?

Usually the battle of minds between L&D and line management continues unabated and in the meantime the timeliness of the next steps gets lost. It is clear from the five steps articulated above that participants need to be able to find opportunities to practice what they have learnt and they need coaching and encouragement from the managers as they try and learn the new skills and behaviours.

 There are several weak links in the chain: first is the mindset that learning is totally the responsibility of the L&D department, second immediate managers are not involved in the identifying the learning needs-and hence they do not take ownership, third most managers are not aware how adults learn and finally managers are not trained in how to use coaching to help their teammates learn new skills.

Regrettably most participants do not take their learning forward on their own in spite of the fact that they return to the work environment quite excited. The reason is that when they try out what they have learnt in the class room the very first time the outcome is at best discouraging. Very few people have the natural inclination to feel motivated after they have just failed.  It is universally known that the first attempt is a giant step but in the minds of the participant it is not congruent to the self image he carries about himself as a result the confidence level sinks even though the competency level has improved. Who is in the best position to communicate that feeling?

What is the solution?

There is a three step solution for improving ROI of L&D programs: 1) Involvement of the immediate manager in identifying the goals for the learning event. The immediate manager’s version is as important as that of HR and the top management. 2) Equipping immediate managers in “Development Coaching” skill. 3) The L&D team and the immediate manager acknowledge that a joint effort is required to change behaviour- no one person can do it alone. Even better failure and success is made a joint responsibility.

Finally there are multiple benefits when managers learn the art and science of development coaching.  Career advancement is just one of them!

Embracing change

Change precedes Progress; but let us be honest no one likes change as change forces us to move out of our comfort zone and step into unfamiliar territory. Our natural instincts are to be “comfortable,” resist change and embrace status-quo. As human beings we are averse to change because our emotional brain prefers “sameness.” By resisting being uncomfortable and avoiding change we forgo opportunities to expand mentally, physically and spiritually. So how can one work through this dilemma?

How to break through the resistance

Richard Beckhard and David Gleicher have given a helpful formula on how to overcome resistance to change. The formula is represented in the form of an equation:

D X V X F > RC

D stands for dissatisfaction; V stands for vision; and F stands for first step. The product of the three variables should be greater than (RC) resistance to change. Since it is a mathematical formula all three variables should have a positive value or else the relationship of the equation will not hold good. Secondly for change to take traction it is important that the individual numbers be high, if not there will not be sufficient momentum to overcome resistance.

The formula has application both at the organizational and personal level: for it to work, first there must be dissatisfaction with the current state, second a compelling and inspiring vision for the future is required, and finally a willingness and commitment to take first step to break resistance is essential. The momentum created by these forces should be high enough to overcome the resistance to change. If not the natural desire to maintain the status-quo will overpower any attempts to making a change.

The above formula will apply in any number of situations for example, an organisation looking to change strategy, wanting to drop a product line or re locate a factory. Similarly at an individual level some examples could be trying to lose weight, starting an exercise program or inculcating a new habit.

Criticality of change

It should not be forgotten that change is not an option, it is essential for our survival. There are enough examples to prove that a contrarian approach can be fatal. Companies who resisted change lost market share and even went out of business. Professional sportsmen and women who have long and successful careers continuously evolve themselves to stay ahead of the competitors.

 Positive change must for growth

Change is not only required for survival it is essential for fulfilment of an important human need. According to Tony Robbins there are six human needs: certainty, variety, connection & love, significance, growth and contribution. The first four needs are vital for human survival and the last two are important for leading a fulfilling and enriching life.

If change precedes progress and progress brings happiness then by the same logic change should be welcome because the opposite is the prescription for extinction.

As a final note the question to ask is- are you growing professionally and personally? If the answer is no it is time to introspect and evaluate if you are embracing change or resisting it.

 

Giving the way others want to receive

Camille Preston, Phd, PCC in her paper Leading Virtual Teams compares the Golden Rule and Platinum Rule. Everyone knows the Golden Rule-“Do unto others as you would want done unto you.” According to her the Platinum Rule says-“Do unto others as they would want done unto them.”

Recently, I conducted a training program for frontline managers where we followed the Platinum Rule. At the end of the program, everyone including, training sponsors, facility coordinators as well as participants were surprised how well the program was received. Typically trainers either entice or come down with a heavy hand when it comes to issues of phones ringing in the class, participants coming late in the morning or after breaks, participants not engaging etc. We did not have to try any of the above tricks we just followed the Platinum Rule. The results were especially remarkable because the demography of the group was stacked against us: average age of participant 40+; average work experience 20+ years.

We just followed the Platinum Rule: My training partner and I made sure that we frequently ask the participants to give us feedback on the way we were conducting the session. The questions were focussed around matters like the pace at which we were facilitating- was it too slow or too fast; were our examples relevant etc? In one session the participants told us that when one person is facilitating the other should not add as they get distracted. In one of the sessions I had made a tongue cheek comment which happened to be a hot spot for the group, next morning I made reference to the incident, the group had no objection, but I confessed that it was an inappropriate example and promised that I would refrain from using the example again. 

There are some more details on how we conducted the session but it is suffice to say that we did not use rules to conduct the program-we simply outlined our responsibilities and asked them to outline theirs. The results were for everyone to see. In summary we lived up to the promise that we had made and the participants did the same voluntarily.

If everyone, a parent, peer or a supervisor used the Platinum Rule our ability to influence people would multiply many-fold. Let us face it the era of command and control is long gone. If you want to build productive and engagement in your team you have to follow the Platinum Rule.

Let us see some APPLICATIONS of the Platinum Rule

Well based on the Golden Rule if I was a non vegetarian, I could take my guest who is a vegetarian to a non- vegetarian restaurant and it would be okay. The guest could always order vegetarian food. According to the Platinum Rule- my first choice should be to go to vegetarian restaurant or I should ensure that the guest is comfortable eating in a non vegetarian environment. The whole point is that if you want to invite someone for dinner better take him to a place of his choice instead of yours.

An example from the work-place would be if a supervisor wants to share feedback with an employee the most effective way would be to give it in a way that would suit and benefit the employee and not the other way around. If managers ask employees with genuine interest how well they are supporting their efforts employee-engagement can improve very quickly.

Last but not the least; if you want to shower love on someone give it in a way they want to receive it; it will mean so much more. Successful parents, writers and businesses follow the Platinum Rule every day and not so successful ones follow the Golden Rule. It is no doubt that times have changed-and so should we!

Raising an Olympian

The Tip of the Iceberg

 

The London Olympic Games was more than a  competition; what was at display was the outer limit of human potential. More than 10,000 athletes representing 204 National Olympic Committees fought hard for the nine hundred and sixty two medals. It was an awesome treat to watch the competition.

However, what was seen by audience and spectators across the world was just the tip of the iceberg; the performance of the athletes did not give us any idea of the sweat, blood and tears which goes into making of an Olympian.  At times the international press highlighted the life stories of the star athletes but those short stories can never capture the challenges which these athletes overcome. It is for this reason and according to the Olympic spirit everyone who participates is considered a winner.

There Are Some Common Traits

Irrespective of the medal status or the country that the athlete come from, every Olympian starts with a dream and purpose and has to cross the four phases of learning: unconscious incompetence, conscious competence, conscious competence and finally unconscious competence-mastery.  There are personal sacrifices involved not just from the aspiring Olympians but also from those around them, some parents came close to bankruptcy others put their life on hold to allow their children follow theirs.

The journey to mastery is full of pot holes, doubts and mini mile-stones. The clarity in the mind gives strength to the individual to stay the course. Before the Olympian develops self confidence the belief is mostly external.

What Can We Learn From the Life of Olympic Athletes?

Actually a lot! First, the summit to mastery precedes several bends. Second, accepting that we don’t have a particular skill (unconsciously incompetent) requires courage, self awareness and confidence. Next, as we begin the journey we see first-hand how hard it is to get it right;-we commit mistake after mistake (conscious competence); and finally we arrive at the destination (unconscious competence). Last but not the least, upon reaching the summit one realizes that there is no room to relax- others are fast making their way!

By the way the time frame from each passage cannot be preset and nor it is guaranteed. Injury or a single voluntary or involuntary mistake can derail the best plan. It is for this reason that only 10,000 athletes represented a population of 7 billion.

Four Lessons for the Business World

We live in a world which is undergoing unprecedented changes. The job that the employee was hired for,  is not the same job that he is doing today. It means new skills have to be learnt in order to be relevant. As the employees learn new skills and behaviours they too have to undergo the four stages of learning. The role of the immediate manager is critical in the process. Mentioned below are the four lessons from the life of an Olympic athlete for the business world:

 

1.       The learning cycle applies to every new skill being learnt; an experienced manager can accelerate the process but one cannot avoid the four stages.

2.       A learner requires greatest amount of support when he moves from unconscious incompetence stage to the conscious competence one-this is the stage when mistakes occur; competence is on the rise but the confidence is usually wayward. This is because on his own the learner is not aware that he is actually moving forward. For this reason, at this point external support is critical.

3.       The manager should be willing to observe and demonstrate correct technique in case required. Access to balanced feedback is required during the different stages of learning.

4.       Just like the Olympics every inch forward should be celebrated. Improvement in one area generates a ripple effect on other parts of life.

Arie de Geus said, "learning is the only true competitive advantage. Learn faster than your competitors or fall behind.” This axiom applies to one and all.

Engage and not Avoid

“I wish there was someone to guide me, about how to deal with this...”

These words were spoken by Sachin R. Tendulkar the great Indian cricketing legend to the reporters in Bangladesh this year after achieving his 100th 100. It is hard to believe that Sachin wanted someone to guide him during the period when he came so close but was so far in reaching the 100 century milestone. Young cricketers and captains for years have lauded Sachin’s influence in grooming players so how come Sachin needed to be guided?

Even odd is the fact that people like Sachin are surrounded by the best in the business. Post the event one can assume that none were able to meet his needs; or may be none asked what was he going through-everyone assumed that people like Sachin are capable to sort out their own challenges.

Strange but true...

Similar incidents occur at work place throughout the world. The fact is that no matter how experienced or accomplished an individual is he or she has a need/desire to be guided. As a matter of fact the more accomplished an individual is the greater is the need for guidance.High-performers are constantly striving for the next level. In the journey of never ending improvement they stumble and fall like ordinary people-reason being they try harder than the ordinary and the average.

Naively managers are unable to gauge the needs of the high-performers and in the absence of that understanding they tend to leave the high-performers alone. As soon as this happens it is the beginning of the end of the relationship.

The best way to understand the needs of a high-performer is by asking his definition of success and how he would rank his results on that scale. These individuals have high levels of self-awareness and know quite well their strengths, weaknesses and potential.

Development coaching is a good way for having this conversation. It is always done in a one-to-one format. Keep in mind that people only open up when they have a trusting relationship with the other person. It is imperative to spend time to build that relationship.

Several things can be discussed during such meetings for example: thanking the individual for his contribution to the team; asking them to rate their performance; how they plan to meet their own standards; career aspiration; need to mentor and coach others; how you can help them or just be a sounding board etc.

Periodic sessions which cover the above points contribute to building self-image and esteem of the individual and simultaneously are a catalyst in having a mutually rewarding relationship.

If high performers are left alone their performance deteriorates over a period of time and in the process they end up having counter-productive influence on the team. So don’t avoid but engage as the room for improvement is the biggest room in the world...it is more empty than full.