An anonymous writer gives us his tongue in cheek thoughts on workplace psychologists, butcher’s paper, graphs, pie charts and more in this highly original take on team building and training. And so the story unfolds . . .
Just as some organisations manage their way through a crisis better than others, so do some people. Studies suggest that a protein Neuropetide Y helps people stay focused in an emergency or stress event. What’s this got to do with training and learning you might ask?
Well, in the current economic crisis, people are looking for support – not everyone has the same amount of Neuropetide Y protein that enables them to cope easily. Trainers need to look at what people need, how they access that need, and importantly, when support is needed.
How does change management work best?
What positively affects change management:
- frankness and openness of communication?
- one-on-one and team meetings?
- access to electronic technology (email and intranet)?
- immediate manager and supervisor?
- team interaction?
- other communication approaches (including publications)?
- electronic communication?
At first glance, most of us would probably give a resounding “Yes” to each of the above. Well, a major study of more than 1,000 employees across nine organisations (The Allen Consulting Group, Oct. 2003) found that the above factors did NOT have a major impact on successful change management. Whilst they all are perhaps good forms of communication, it’s important to realise that communication and change are not the same thing.Read More
Using creative learning appropriately, will not only make your sessions more fun, most importantly they will be memorable and transferable learning experiences for your participants.
As a young trainer, I was fortunate to work with a group of extremely talented and creative trainers. This experience has fostered in me the drive to ensure my training initiatives are as creative as possible. I was also fortunate to have a boss who whilst encouraging our creativity, ensured the training was meaningful. All training had to have behavioural objectives with outcomes that stipulated what was to be learned, to what degree of proficiency and where and when the learning would be applied.Read More
Do practising managers have a clear idea of the path they need to travel to develop to their full potential? Or are they left to their own devices to find the best way home? Bob Selden suggests some ways organisations can provide a clear route to develop managers into leaders – and avoid them falling down a rabbit hole.
This topic reminds me a little of Alice in Wonderland. As Alice went on her adventures down the rabbit hole, she met many strange creatures and had some wonderful self-insights. But Wonderland is an illogical place, nothing seems to make sense to Alice. She starts to become very frustrated and confused. In one such meeting, “Who are you?” asks the caterpillar . . . “I – I hardly know, Sir”, Alice responds …” just at present. At least I know who I was when I got up this morning …”
So, you want to make training a career. Where do you go to and how do you get there?
I recently had an enquiry from a young trainer asking how she could improve her career prospects.
My answer? “Become an expert”. Not an expert trainer (that is taken as a given career development requirement). Nor an expert in a technical or professional area. But an expert in a particular HR, L&D or OD field.Read More
Training often starts with a shiny, happy participant who is eager to learn – so why doesn’t the shine last?
This article suggests that enlightened trainees that know how they learn best are empowered to continue fishing in the right places.
A colleague of mine, Dennis Pratt once described training as ‘polishing goldfish’. He believes that as trainers, we take people out of their organisational context, train (polish) them, then drop them back into the murky waters of the organisation.
How can trainers help improve the bottom line?
People are talking about a downturn in the economy. Training budgets are getting tighter. In this scenario, trainers need to be smart. More now than ever, we have to justify the expense of training and in some cases, our very existence. How can we demonstrate to the organisation that we can provide solutions to day-to-day problems and help improve the bottom line?
Every day people have to connect with others whom they may never (or rarely) see face to face. How does the modern organisation cope with these challenges?
Is the world flat or round?
That may seem a silly question. However, up until the 15th century people thought that it was flat – that’s a lot of time to exist with a major misconception. Why did people think that way for so long? Did it matter to them? One cannot say. However, here’s a hypothesis for you. Pre-Columbus, people (in general) could only travel so far – often this was not even out of sight. They lived in small groups, everyone knowing everyone else and interacting daily. A problem found was a problem shared and solved. Although there were many differences between cultures, hierarchy was perhaps less layered than it was in even 20th century organisations. All of this led to a feeling of “togetherness” and a certainty that they were the only people on this flat piece of earth.Read More
With the downturn in the market, good staff are still surprisingly hard to find, particularly at the operator level.
Nominated in “Sales Article of the Year”
A colleague in the hospitality industry, spoke about his challenges:
“Good staff have become rare. Everyone’s competing for the same pool of labour. The young, often with limited education, unskilled and without any career in mind, are just working for a couple of months until they find something they like. Our organisation is understaffed. Sick leave is on the rise, morale is down, productivity and efficiency are low. On top of that, the supervisors are overworked. We are caught in a vicious circle.”
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Featured Member: Meryl DavidWhat motivates me most now is to see others do a great job in communication and if I can help bring out the best of their communication abilities in the people I work with, my long years of delivering communication solutions for organisations have been well worth it.
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