Train to Ingrain

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Train to Ingrain
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(No Transcript)
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Q1. My company identifies high performers and
manages their development.
Strongly Agree/ Agree 46 Neutral/Disagree/
Strongly Disagree 54
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Q2. My company has processes in place to ensure a
consistent supply of leaders in the long term.
Strongly Agree/ Agree 36 Neutral/ Disagree/
Strongly Disagree 64
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Q3. Supervisors and Managers have the skills to
support the development of their direct reports
Strongly Agree/ Agree 29 Neutral/ Disagree/
Strongly Disagree 71
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Q4. Supervisors in my company have the necessary
skills to effectively resolve workplace conflict
that impacts productivity.
Strongly Agree/Agree 43 Neutral/Disagree/
Strongly Disagree 57
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Q5. Supervisors and Managers in my organization
are effective in communicating expectations to
employees.
Strongly Agree/ Agree 38 Neutral/ Disagree/
Strongly Disagree 62
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Q6. My company has measured the business impact
of increasing leadership effectiveness at all
levels.
Strongly Agree/ Agree 17 Neutral/ Disagree/
Strongly Disagree 83
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Transfer of Training
Before During After
Manager
Participant
Trainer
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Transfer of Training
Before During After
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Manager
Participant
Trainer
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Group Discussion Implementation Strategies

• What could managers do before events that would
  help
• facilitate the transfer of learning
• What could managers do following training events
  that
• would help facilitate the transfer of learning?

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Why?

• Roots in education
• We adopted their end point
• Not accepted business outcomes as our objective

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Accountabilitythe managers perspective

• No one said this was my role
• I paid for it
• I released participants from normal work
• I dont know what they were taught
• (was HR trying to make their
• subordinates better than the boss)
• No organizational systems hold me accountable

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Accountabilityparticipants perspective

• Know they have some responsibility
• Get mixed message
• No one asks about it
• No one reinforces it
• My manager doesnt do these things
• Something that I was supposed to know, but not
  necessarily to implement
• All pressures of job immediately return
• Lots of forces combine to have participants
  behave consistently with their past

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Accountability HRD perspective

• We are responsible for an informative, engaging
  classroom or e-learning experience
• Our content should be relevant to work
• We have no responsibility for learners once they
  cross the threshold of the doorway.

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Visibility

• HRD has no line of sight when people return to
  job
• The line manager has visibility only in selected
  instances
• Sales manager making calls with salesperson
• Customer service manager listening in to calls
• Manager observes a presentation from someone who
  just completed a presentation skills class
• Overall, a giant fog-bank

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Follow-up

• When HRD followed up, it was on the traditional
  fs---faculty, facilities, food and fun. Never,
  what did you do?
• Follow-up has 3 functions
• a reminder to keep commitments top-of-mind
• incentive to plan actions for coming period
• accounting or reporting on past actions
• When it is done, implementation soars. When it
  is not done, little implementation takes place.
• It can be done in many ways
• Write a letter Surveys
• Phone calls Additional sessions
• Managerial discussions Email messages

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In most organizations

• There is no up-front motivation of
  participants
• The role/responsibility of managers and
  participants is not clearly defined in the
  training process
• There are no ongoing support groups to help
  the learner move from a skill which CAN be
  accomplished to an automatic behavior

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Our Goal

• Know specifically who needs what training
• Provide training that is linked to business
  outcomes
• Ensure highly motivated participant learners
• Prepare the organization to ensure long-term
  success
• Implement feedback loop to help supervisor
  recognize and celebrate growth and to support the
  coaching process
• Insure that post training support is in place and
  is working for the learner

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Making Train-to-Ingrain a Reality
The first critical STRATEGIC need to
make Train-to-Ingrain viable is
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Making Train-to-Ingrain a Reality
The first critical STRATEGIC need to
make Train-to-Ingrain viable
The second TACTICAL requirement that will
make Train-to-Ingrain successful
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Why is that important?
Roughly 50 to 70 percent of how employees
perceive their organizations climate can be
traced to the actions of one person the leader.
More than anyone else, the boss creates the
conditions that determine peoples ability to
work well.
Primal Leadership Daniel Goleman, Richard
Boyatzis Annie McKee
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Why is that Important?

• Gallup documented the impact of optimum
  performance.
• 103 higher success rate
• 2-4 points higher in customer satisfaction
• 80K - 120K higher monthly revenue
• lower turnover
• fewer safety incidents

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Transitioning from SUPER-worker
to SUPER-visor is Complex and Difficult
Stage III
Stage II
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Just how hard is change?

• It takes 10,000 practice tennis swings to
  change your serve. (Mark Townsand, Upper Main
  Line YMCA
• 9 out of 10 people when given the choice
  between change or death, choose death! (Fast
  Company, May 2005)

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Just how hard is change?

• Dr. Dean Ornish giving people information
  about what they are doing wrong is important but
  not sufficient.
• His weekly reinforcement group meetings
  achieved a 77 SUCCESS rate compared to a
  typical 90 failure rate
• Founder - Preventative Medicine Research
  Institute

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Why change is difficult
How the brain learns
Anatomy of a Neuron
Forming new neuron pathways is hard. It takes
time, training, feedback, reinforcement and
coaching and lots of practice
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Why change is difficult
How the brain learns

• Synaptic Connections

In order for change to occurphysical changes
must take place in the brain to actually form new
neural pathways.
Synaptic Connections
Without extensive reinforcement, new neural
pathways wont establish themselves Without new
neural pathways, new behaviors wont become
comfortable and habitual If new behaviors dont
become comfortable habitual, learners fall back
on old behaviors
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Whats Needed?Ongoing Reinforcement

• Learners need practice and more practice and a
  forum to discuss what they are doing
• Brown Bag lunches, spaced learning, support
  groups
• Positive skill modeling
• Discussions of real issues using skills
• Reports of Success stories and failures, learning
  from each
• Reinforcement feedback
• Coaching Assistance from management
• Continued access to content online

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Whats Needed?Ongoing Assessment

• After skill practice on the job, assess
  behaviors
• Results to coaches/ managers
• Immediate intervention and support
• Demonstrate organizational commitment to training

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An integrated learning solution
Train to Ingrain
Reinforce Coach
Feedback Loop
Prepare
Assess
Train
Feedback Seeing results after several months of
intentional effort is critical for anyone. The
results will be both reinforcing and instructive
if additional adjustments are needed. Feedback is
a powerful motivator and reinforcement tool.
Prepare Commit Preparing a detailed plan of
action that commits leadership, human resources,
and participants to a reinforcement-centered
learning process is a critical first
step toward achieving behavior change.
Assess Motivate Meaningful participant skill
assessment provides powerful, insightful feedback
prior to training and develops understanding of
individual skill strengths/gaps and builds
personal motivation to want to
learn.
Learn Train High impact training provides
awareness of possibility, new ideas and methods
to apply, and structured, and safe opportunity to
rehearse the use of new skills.
Reinforce Coach Access to online content for 12
months provide just in time reinforcement as
learners prepare to integrate on the job. The
managers role now kicks in to support and
reinforce learning and is prepared to do so.
Train to Ingrain Consulting
Train to Ingrain Consulting
360 Feedback
Classroom Training
Feedback Loop
Online Reinforcement
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Making Train-to-Ingrain a Reality
Consult with Management and HR to redefine what
mid-level Management is accountable for.
Offer Senior Managers Developing and Coaching
Others to provide the skills, strategies and
tools needed For success.
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Group Discussion Implementation Strategies

• How would you get managers to commit to the
  things that will ensure successful behavior
  change and hold them accountable?
• How would you gain access to, and educate, the
  executive team to gain needed support for time
  investment required by managers and supervisors
  in this process?
• How would you track what is / is not happening
  between Manager/ Participant following training
  and feedback?