A few weeks ago I was exchanging messages via LinkedIn with someone who had reached out to connect with me. As she began sharing more about her work, it was obvious she had a story to tell. Following is a guest post from Betty Dannewitz, who generously offered to share her experiences with the Train Like a Champion community. Be sure to share your thoughts about this case study with her in the comment section.
We know how the story goes.
Step 1: Trainee hears about a great class.
Step 2: Trainee shows up ready to learn.
Step 3: Trainee loves class and soaks up all the knowledge like a sponge.
Step 4: Trainee leaves class excited and energized.
Step 5: After class, all content falls out of trainee’s head.
Step 6: Trainee does nothing with the new skill set.
Step 7: Cycle repeats. Continue reading
When I was growing up, my father would chop off the very top of an orange, then he’d score the peel vertically with a knife, cutting lines about an inch apart around the circumference of the orange. Then he’d use his thumb to remove the orange peel, section by section.
This is how I learned, and it’s the only way I knew how to peel an orange. When I found myself in the Peace Corps in Paraguay, a friend handed me an orange one day. I took out my handy Swiss Army knife, scored the peel, and spent several minutes determinedly trying to remove the peel. These oranges didn’t peel as easily as the oranges back home.
When I finished peeling the orange, my hands were sticky and the peel was all over, but I was ready to dig in. I looked up and saw my friend staring at me in amusement. She had finished her orange already.
“Why do you peel your orange like that?” she asked. Continue reading
We were at a bar. It was late. We had a lesson plan for the next day’s meeting, but it was missing something.
After my third club soda and lime, inspiration struck. Let’s bring human anatomy into the sales training! Continue reading
A week ago, I shared a framework for goal-setting (MPV goals, or Minimum/Primary/Visionary goals).
If want your employer to foot the bill for your attendance at a conference, it can be quite helpful to identify (in advance) what you hope to get out of that conference. I spent last week at the eLearning Guild’s FocusOn Learning conference and I have to say, it was one of the best conferences I’ve ever attended, but…
The key question my supervisor (or myself or anyone else who plans to hold me accountable for the investment of time and money that was spent on my attending this conference) should be asking is: “So, you say it was a great conference… how do you know?”
This past weekend I had an opportunity to facilitate an executive leadership retreat with an organization’s senior staff and Board members. As I reflect on that experience, I really don’t think the meeting could have gone better. We accomplished all of our objectives. We stayed on time. Feedback was overwhelmingly positive. And there are concrete, actionable items that came out of the meeting that will impact the organization for the next five years.
Over the past several years, I’ve also facilitated strategic planning sessions and other meetings of senior staff that haven’t gone so well. Meetings have ended with a vague set of next steps. Participants have shared they felt lost at times during meetings.
As I contrasted these various experiences in my mind, I began to come up with a list of key ingredients for such facilitated meetings to be successful. Continue reading
On November 5, 2015, I happened to be speaking with a training colleague from another department when she began telling me the story of how she was finally able to add a .5 FTE to her training team. I asked how it was working out for her, and she began rattling off all the benefits she was seeing.
It had helped lighten her workload. She had a new partner in crime with whom she could kick ideas around. This new training person was super-high quality.
“This is exciting,” I said, “but have you seen any impact… as in anything you can quantify?” Continue reading
Would you get upset if you spent $1,000 on a watch that didn’t work? How about spending $40,000 on a car that didn’t go?
Would you be upset if you spent $97.5 billion on something that was never really used?
I’m not sure why corporations around the world are willing to spend that much without getting anything in return for that investment… or why they don’t seem to get too upset about it.
As you can see from the following infographic, there are some… er… issues with the way learning and development is being conducted.
On the bright side, there are some clear steps that can be taken – indeed, that organizations should insist on – in order to increase the effectiveness of corporate training.
These five solutions are based upon research and self-reported surveys. Have you tried anything on here? How has it gone for you?
What’s missing? What other solutions are available to transform learning programs into a results-drive, effective investment for organizations?
Want more information on possible solutions? Try: