“The most important thing in communication is hearing what isn’t said.” Peter Drucker
Laura Arellano gave a wonderful workshop at the Training 2019 Conference in Orlando, titled Techniques for Handling Resistant Learners.
Ms. Arellano spoke about the learning brain, which she says is composed of the conscious mind and the subconscious mind (otherwise known as the reptilian brain located in the amygdala). According to her, the job of the subconscious mind is to do what the conscious mind tells it to.
She believes that there are four major roots of resistance: (1) priorities (other things to do); (2) relevance (how does this relate to my job?); (3) boring (lecture-based); and (4) fear (of change, of job loss, of … Read the rest “Tip #764: Oh Yeah? Make Me!”
“I have no special talent. I am only passionately curious.” Albert Einstein
I just read this article about “Why Are So We Curious?”by Tom Stafford. Rather than attempting to paraphrase, let me quote the salient parts that explain why we are neotenic- and why that’s a good thing.
“Evolution made us the ultimate learning machines and the ultimate learning machines need to be oiled by curiosity.
… We humans have a deeply curious nature, and more often than not it is about the minor tittle-tattle in our lives. Our curiosity has us doing utterly unproductive things like reading news about people we will never meet, learning topics we will never have use for, or exploring places we will … Read the rest “Tip #763: Why You Are Neotenic”
“Coaching is unlocking people’s potential to maximize their own performance. It is about raising awareness and responsibility- helping them to learn rather than teaching them.” John Whitmore
Coaching for performance is when a manager, through a dialogue with an employee, helps him or her learn their way in achieving a specific personal or professional goal that leads to increased performance on the job. In the coaching relationship, a manager suspends for a moment her supervisory function, and acts as a sounding board and a lighthouse for the employee to discover, through their own introspection, the solution to their challenge or problem they face. A manager does not give advice or share their experience or opinions, and strictly focuses on … Read the rest “Tip #762: The GROW Model and Coaching for Performance”
“A good teacher…is understanding of needs and challenges and gives tools to help other people succeed.” Justin Trudeau
As facilitative trainers, it is our responsibility to help our participants discover WHAT to do in certain types of situations and WHEN and WHY it is important. But our most significant task is to help them discover HOW to implement their new knowledge and skills.
For example, we can provide a checklist for how to conduct a meeting that indicates the do’s and don’ts. If one of the items on the checklist is “ensure no one dominates the conversation,” our participants need to know HOW to do that. Should they sit on the offending dominators, tell them to shut up, ask them … Read the rest “Tip #761: The HOW is Important”
“Connect the dots between individual roles and the goals of the organization. When people see that connection, they get a lot of energy out of work. They feel the importance, dignity, and meaning in their job.” –Ken Blanchard
Rusty Lindquist is the founder and CEO of Life Engineering. A few years ago, he created a model of employee engagement that enumerated 16 essentials. The following list and explanations are drawn from “16 building blocks that bolster employee engagement,” by Lauren Stead. The first eight essentials were identified in Tip #759. Here are the remaining eight essentials:
- Growth– feeling like you’re gaining mastery, progressing personally or professionally.
Everyone likes the idea that they’re getting better at what they do.
“Create caring and robust connections between every employee and their work, customers, leaders, managers, and the organization to achieve results that matter to everyone in this sentence.” –David Zinger
Rusty Lindquist is the founder and CEO of Life Engineering. A few years ago, he created a model of employee engagement that enumerated 16 essentials. The following list and explanations are drawn from “16 building blocks that bolster employee engagement,” by Lauren Stead. Here are the first eight essentials. The remaining eight essentials will be covered in Tip #760.
- Objective– knowing where you’re going and why you should care about it.
People need to know where they’re going. Otherwise, they’ll be aimless and lack motivation to keep going forward,