“He has a right to criticize who has a heart to help.” Abraham Lincoln
In the past, I have not eagerly awaited critical feedback from training participants. Instead, I’ve learned to, mostly, suspend judgment and read less than admiring evaluations with as little defensiveness as possible. Of course, a lot of participant feedback is constructive and welcome. Other feedback is somewhat less so- and more difficult to receive and address, if any address is possible or warranted.
This week, I had the opportunity to get kind but candid evaluations in real time as a pilot training session progressed. The participants provided astute insight into what was working and what needed to work better. It was a relief to know both.… Read the rest
“All personal breakthroughs begin with a change in beliefs.” Tony Robbins
I just became aware of a change management tool that focuses, first and foremost, on the individual level, since that is where change happens. It is called ADKAR, an acronym that represents the five milestones an individual must achieve for change to be successful: Awareness, Desire, Knowledge, Ability and Reinforcement. The model can be used to implement change as well as to diagnose where obstacles occur so they can be addressed.
Here is a brief description of each milestone and the actions that can initiate and support it:
- Awareness of the need for change. I understand why the change is necessary.
Awareness is built through effective communication, effective sponsorship, … Read the rest
“At the end of the day we are accountable to ourselves-our success is a result of what we do.” Catherine Pulsifer
There is a lot of information these days about how to measure the impact of a training program, including Kirkpatrick’s model, return on investment and return on expectations. All of this is well and good. But they all depend on the learners’ commitment to using what has been learned- and changing their behavior for better performance. Other than getting the learners’ supervisors to reinforce and monitor the application of new learning, there is little advice regarding how to instill in the learners themselves a commitment to change.
I’ve written about the Peer Learning Group model that involves two 90-minute … Read the rest
“I have an abundance mentality: When people are genuinely happy at the successes of others, the pie gets larger.” Stephen Covey
Today, the theory of abundance and the reality of business came head to head. I suppose that I shouldn’t have been surprised, the competitive spirit being what it is.
I had just requested an opportunity to discuss the possibility that CEOs involved with Vistage might want to offer their managers a similar, if more structured and less costly, peer learning experience. My respondent refused to even discuss the matter.
If you’re not familiar with Vistage, it is a peer mentoring membership organization for CEOs, business owners and executives of small- to mid-size businesses. They meet monthly in groups of … Read the rest
“To swear off making mistakes is very easy. All you have to do is to swear off having ideas.” Leo Burnett
It is the end of the year and I’ve been thinking about paths I didn’t take as well as paths that essentially blew up in my face. Sigh… I would like to say that each mistake has been an opportunity to learn something about myself, about the world, or about life itself. That’s not entirely accurate. Some “mistakes” were strong good faith efforts that failed for reasons well beyond my control.
My experience with federal government service contracts, for example. I needed to show a certain dollar amount for federal contracts on a yearly basis and was unable to … Read the rest
According to Dave Logan, the author of Tribal Leadership, there are five stages of tribal culture that are indicated by the relationships between people and their behavior as reflected by the language they use.
His book is based on a 10-year research study with 24,000 people across 24 organizations worldwide. The research only looked at the factors that can be directly observed: language and behavior. It did not address cognitions, beliefs, attitudes or other intangible factors.
Logan defines a tribe as “a group of 20 to 150 people who know one … Read the rest