Category Archives: How To

How To Make Training Stick

Right around the time “training and development” was the latest in the business lexicon-replacing “corporate education,” I started my career as a facilitator. Three years later, as I moved into instructional design, “training and development” was  passé and “Global Learning” was in. Over the years, department titles may change but the goal remains the same: contribute to business results by improving employee performance through the enhancement of knowledge, attitudes, skills, and/or habits; otherwise known as KASH.

The art in this instructional science is to motivate adult learners to:

  1. Remember the new KASH
  2. Adopt what they have learned into their daily practices
  3. Invest their new KASH toward the achievement of the organization’s most desired business objectives

A Hat Trick Accomplished With Finesse Not ForceMaking Training Stick

Motivating adults to learn is a fantastic application of interpersonal influence. Adults cannot be mandated to learn, change their behaviors, or use what is learned to attain certain results. They must be positively persuaded to endure the risk and discomfort of a learning curve. Here is one essential for inspiring adults to learn, change, and apply the difference to impact organizational goals.

Warm up with WIIFM
Pre-learning communication is critical. Adult learners like to know why they are doing something before they are willing to commit to participating. Even if the learning experience is a “mandated” or requisite program, you have to earn participants’ buy-in. Otherwise, their bodies will be present but their hearts and minds remain disengaged.  Without the active participation of all three, the only thing they’ll take away from the experience is the hotel pen and some cookies for their kids.

Regardless of the type of learning (classroom, webinar, elearning, etc),  provide participants with a clear concise explanation of the business reason for the program. Explain how the program fits into the big picture or overall organizational cause. Share the learning objectives, what they will know/be able to do when they are done with the learning experience. Most importantly, provide the performance outcomes they are expected to achieve by applying what they have learned. Participants should be able to use your communication to formulate how they personally will gain from the experience.

Come back soon…More Strategies for Motivating and Influencing Adult Learners Are On The Way…

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Filed under Business, How To, Human Resources, Influence, Talent Development

Leading People Through Organizational Change

Change Prezi

A Prezi on Leading Organizational Change

When it comes to installing a “new” practice, system, or process and making it “the way” of producing specified results, anyone who has lead such a change initiative knows that success or failure often comes down to the conduct of leadership and the extent to which people adapt.

Click this link to learn what effective change leaders know about helping people transition from the way things are to the way they need to be.

When you’re done, come back and let us know what you think of the message and the medium!

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Filed under Business, Change, How To, Leadership

How to Handle Frienemies

Sun Tzu wisely advises army generals, project managers, and leaders of any ilk to “Keep your friends close, and your enemies closer.” But what about our “Frienemies?” Where should we keep them? I’m guessing anyone who has had an initiative derailed by a frienemy would recommend a location where the sun does not shine.

A frienemy is that confounding blend of a friend and an enemy. In business, the frienemy is best known for saying all the right things and doing all the wrong ones. Spinning meetings out of control with irrelevant questions or tangential diatribes, splintering teams and causing discord by ferrying ill will back and forth between disparate groups, smiling at you and nodding in feigned acquiescence all the while, frienemies are the hobgoblins of productivity. Sharp leaders intent on moving their organization toward a brighter future quickly recognize these black clouds looming over the path to success, patiently waiting to rain on their parade.

It is not enough to simplycategorize those surrounding and involved in an initiative as friends, enemies, or frienemies. Leaders must determine an appropriate strategy for each group. For  frienemies, step one is to objectively assess the downside risk to ignoring them in hopes that they either go away or cave in to the positive influence of the “friends.” This is not a time to get caught up in ego and insecurity. A leader does not have to be liked or supported by everyone all the time in order to be effective. Driven by a need for approval, pursuing a turn-around campaign to win the heart and mind of a frienemy could be a fruitless waste of energy.

However, given the objectives you are trying to achieve, if an honest assessment of the situation leads to the conclusion that the frienemy is a big enough risk to warrant an investment of time and attention, there are ways to press a fine wine out of sour grapes.

The frienemy to friend undertaking begins with a mile long walk in the other person’s shoes. Think about what keeps this person up at night; this gives you a better understanding of their motivation. Then, consider how they benefit from their agenda. Why are they not bought-in to the initiative? What do they stand to gain if your objectives are not met?

Now, comes the hard part. Armed with new-found insight into the mind of the frienemy, you have to find an area around which to grant this person your trust. Influential leaders know that they must trust in order to be trusted. Ralph Waldo Emerson eloquently stated, “Trust men and they will be true to you; treat them greatly and they will show themselves great.” Easy enough to accomplish with friends. Painful at best with frienemies; but necessary nonetheless. Ralph and I are not suggesting that you share your garage door code with this person. Start with small steps that move you closer to common ground and mutual respect.

Consider ways you can leverage this person’s strengths while also assuaging their concerns. As Booker T. Washington said, “Few things can help an individual more than to place responsibility on him, and to let him know that you trust him.”

If you have other strategies for handling frienemies or a frienemy to friend success story, please share in the comments section!

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Filed under Change, Frienemy, How To, Influence, Leadership

Becoming An Influential Content Marketer

The Fine Art of Content Marketing

DELL Dons Beret

credit: DELL

 Since the dawn of communication, man has been involved in the practice of content marketing.  The level of brand engagement that resulted from the uttering of those first staccato grunts in caves or around fires is unclear, but there was sharing, the message was behavior-driven and the content was geared toward a target audience.  Nowadays, whether you realize it or not, if you are actively involved in pursuing business on social media, then you are a content marketer.  This might not be the work you signed on for when you created your LinkedIn, Facebook and Twitter accounts, launched your blog, or uploaded that first virtual commercial on to YouTube, but it is part of your job description today.

Business people and companies are competing for eyeballs like never before.  You don’t have to be a search engine savant to know that the Internet is swollen with content.  There is a lot of noise in the cloud.  The challenge lies in getting found, getting noticed and getting known.  Consider those that followed their dreams and staked their claims during the California Gold Rush.  They spent hours upon hours sifting through trays of earth just to find a small nugget.  The nugget was always there; the prospector’s tray just had to be in the right place.  Such is the case with your incredible article, white paper, blog post, landing page, video, or podcast.  Position it well and the right audience will find it.

Although the origin of the term is difficult to pinpoint, content marketing is now a vital entry in the mainstream social vocabulary.  I remember first hearing it in 2007, shortly after I swapped out my Website copywriter’s shingle for that of the LinkedIn consultant.  Today, content marketing is an industry unto itself, a sub-discipline of Internet science, and a staple strategy of social business.  I am amazed at how much content marketing is directed toward, well, content marketing.

 So what are the steps to becoming an effective content marketer?  Glad you asked.

Create a Visibility Strategy

 An all-out assault on the search engines doesn’t guarantee the delivery of a steady stream of spend-ready clients to your virtual doorstep.  Well-executed content marketing is inbound, yes, but who arrives is as important—if not more so—than how many.  Taking your offerings across multiple platforms and appealing to a wide variety of tastes and personalities within (and external to) your target audience will allow you to be a more versatile influencer and allow you to go viral in the right circles.  Build your content portfolio methodically. Depending on the context of your messaging, not all platforms will work.  First, decide what you wish to accomplish with your content marketing objectives.  Who do you most want to reach?  Set some parameters for topic, theme and style, keyword judiciously, and post accordingly.

 Be Compelling and Relevant

Ours is an attention deficit society, one that is constantly demanding injections of fresh, topical content.  Given the accelerated timeline of social media—unique in that it can move light years in a single day—you won’t get much of a chance to and engage prospective clients unless you compel them at the front gate.  People are fickle.  Much as they might give you a courtesy scan, or even go a paragraph or two deep on what you have to offer, if you can’t keep ‘em interested, they’re out.  Moreover, the shelf life of a given post, update, article or tweet is fleeting at best.  Don’t let your output go stale.  Regular content flow ensures that your brand stays in front of people and, over time, you will get noticed.  Good writing, persuasive or otherwise, has an attractive force operating beneath the surface.  It does not happen without practice, purpose and focus. 

Don’t Sound Contrived

Not to downplay the importance of keyword density, but often, people will dilute their message by paying too much attention to coming up high in a specific search category and bombard their piece with certain words or phrases.  Yes, write for Google, but also write for your brand.  People recognize when a piece of content has been doctored for search.  Keyword spamming, or excessive mention of specific terms, is unnatural and actually works to your detriment.  In social, you have to give to get.  You’re going up against people and firms who want to be found in identical searches.  Decide on the text that you want to go after hard, and let the rest go. 

Devise an Appropriate Real World Strategy

Whereas content always has and always will be king, it’s the level of engagement that determines who wears the crown.  These days, it’s about reaching potential customers and clients on an emotional level.  Creating a favorable first impression, and converting that response into a profitable call to action, is the goal of any value-added content marketing campaign.  Ultimately, the dynamic shifts and you move from a position of content management to relationship management.   Over time, you will achieve brand recognition. Social networking, and its requisite skill sets, is the driver.  How you handle inquiries and advance conversations in the physical world will determine your success in business, let alone as a content marketer.  Walk your talk.

As you’re producing each individual piece of content, ask yourself the following questions:

 1). Does it promote my brand?

2). Does it detract from my message?

3). Does it create value for others?

4). Does it influence a call to action?

The once-level playing field has skewed in favor of those who write with clarity, present well, and live up to a perceived brand promise. 

What steps are you taking to market your content?

 

J.D. GERSHBEIN, CEO of OWLISH COMMUNICATIONS, is a specialist in the Art and Science of LinkedIn.  He is a trusted asset to top executives, managers, entrepreneurs, professional service providers, salespeople, and those involved in the search for their next great opportunity.  J.D. offers unrivaled strategic direction to individuals and firms—ranging from small to medium-sized businesses (SMB’s) to Fortune 500 companies— in using LinkedIn to build brand and generate revenue.  Dubbed “LinkedIn’s #1 Brand Ambassador” and “The LinkedIn Black Belt,” J.D. is considered one of the top LinkedIn strategists in the world and a pioneer in the design and delivery of LinkedIn educational programs.  Drawing upon his background in marketing communications, industrial psychology, neuroscience, improvisational comedy and broadcast media, he is helping advance the collective awareness of LinkedIn and inspiring opportunity-oriented professionals in all walks of business.  J.D. is a nationally-known A-list speaker who has been featured on FOX TV News, in the Chicago Tribune, and has guested on prominent coast-to-coast business talk radio programs.  He currently blogs for NBC Chicago and contributes articles on LinkedIn to numerous online publications.  J.D. is also an Adjunct Professor at the Illinois Institute of Technology’s Stuart School of Business where he teaches the school’s first-ever course in social media.  His first book, a treatise on social business communication strategies, is due out early 2012.

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Filed under Business, How To, Influence, Social media, Social Networking, Uncategorized

How Leaders Can Build Up or Bring Down an Organization

The probability is high that a leader will be less effective than their boss. There are exceptions to this rule, but the trend is very clear.

In a study of 5,285 leaders from 5 different organizations, we examined the effectiveness of leaders at different levels of the organization. The measure of leadership effectiveness was derived from our research on Extraordinary Leaders. In that research we identified 16 competencies that best explained the differences between poor, good and great leaders.  49 items are used to measure the 16 competencies where assessments are completed by a leader’s manager, peers, direct reports and others.   Results from each organization were examined and the graph below shows the average difference by level.

When we look at the results, leaders at the top of an organization tend to be rated as more effective than their direct reports and their direct reports tend to be rated as more effective than their direct reports.

Leadership Impacts Outcomes

In extensive studies we have demonstrated the clear connection between the effectiveness of a leader and a variety of organizational outcomes.  Great leaders create more profit, higher customer satisfaction, high levels of engagement in their employees, lower turnover and substantially more highly committed employees.

While talking with a group of leaders recently, the question was asked, “How many great leaders do you need in order for an organization to be successful?” One of the leaders commented, “At least one!” While it’s true that one is much better than none, our data clearly shows that the influence of a leader is significantly diminished from one level of the organization to the next. In fact, the influence of a person’s direct manager will always overpower the effectiveness of another leader in the organization. The correct answer to “How many great leaders are needed,” is thatthey all need to be effective. Poor leadership at any level of the organization will have a very negative impact.

High Ceilings

In many organizations, there is an assumption that the top management group does not need much development. While it is true that senior leaders tend to be more effective, executive leaders in our study ranged from the 68th percentile (a little above average) to the 93rd percentile (extraordinary). Thus, not all top management is at the top of leadership effectiveness.

Between each tier of management, a leadership effectiveness “gap” exists. The higher tier of management usually has a higher level of leadership effectiveness. The average gap is 14.5 percentile points. Using that as an average metric, if an organization wanted leaders in the 4th tier down to be at the 50th percentile (just average) the top level of leaders would need to be at the 94thpercentile in terms of the average leadership effectiveness. Keep in mind that these leaders establish the height of the ceiling. If their average effectiveness is at the 68th percentile then the next level will be on average 14.5 percentile points lower.

Top management sets the example for the rest of the organization. In the organizations we have studied, those who have the best leaders always have top management groups fully engaged and participating in leadership development programs. Those with lower levels of leadership effectiveness assume that the top leaders are “good enough.”

Reducing the Gap

When looking at the differences between levels, not every gap was large. Some organizations only had gaps of 3 to 5 percentile points. This small gap created a dramatic shift upward in the effectiveness of leaders. It became apparent that the small gap was a function of several issues.

The first issue was selecting the right people as leaders. When filling various job positions, organizations that analyzed how, rather than what, results were achieved selected more effective leaders.  These talent management processes also emphasized a clear set of desirable leadership competencies and created a common language around those competencies.

Second, the top manager of the organization believed that a significant part of the job was the development of their direct reports. They felt it was their responsibility and not a Training or HR responsibility. Because of this belief, feedback was frequent; training was welcomed and encouraged.

Third, the direct reports of the senior leader felt the same way about their direct reports. In the organization there was a strong emphasis on development of every employee.

Fourth, the bar for effective leadership was set high. The expectation was the leaders needed to be great and not just good.

Cup Half Full or Half Empty

There are two ways to look at this research. The “half empty” view is that leaders are typically less effective than their bosses. This view focuses on the tendency of leaders to hold people back from realizing their potential. The “half full” view is that the more effective a person is as a leader the more effective their direct reports will be. There is a very positive message from this that leaders can pull up the effectiveness of others in the organization.  A good example has a very positive effect in any organization. If you desire great leadership in your organization, then be committed to set your own bar high and be willing to look for ways to improve. The quickest and easiest path to improvement comes from getting focused feedback and then looking for opportunities to build on existing strengths.

Post Written by Joe Folkman

Joe Folkman is the co-founder and President of Zenger Folkman, a leadership development firm focused on building strengths of individuals, teams, and organizations. Joe is a co-author of the recent Harvard Business Review article “Making Yourself Indispensable.” To learn more leadership tips from Joe, subscribe to his leadership blog or follow him on Twitter: @zengerfolkman.

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Filed under Business, How To, Leadership, Uncategorized, ZengerFolkman