What Does Wonder Woman Have to Do with Behavior Awareness?

"Dr. William Marston wrote The Emotions of Normal People in 1928… eighty years later we are still learning from this brilliant man. So, what does Wonder Woman have to you with behavior awareness? She was created by Dr. William Marston, he is also the father of the lie detector. I can’t promise you awareness of behavior styles will make you a super-hero, but I can promise it will change how people relate to you, and how you relate to the world around you.

 

The team here at aptivate is very fond of DISC as an insightful tool for understanding how people relate to one another in their working environments. DISC is NOT a hiring tool, a personality test, or a litmus test for entry into a special club.

It is an ideal tool for improved interpersonal communications and relationships, the four letters are an acronym that describes four basic behavioral styles:

• D (for Dominance) — how you handle problems
• I (for Influence) — how you deal with people
• S (for Steadiness) — how you pace yourself
• C (for Compliance) — how you follow rules and procedures

Here are some basic details about DISC… it describes behavior — what you say and do, the external and observable expression of your life. It does not delve into your personality (the mental, emotional, and behavioral composition of your inner life), motives, values, skills, or experience.

• There are four basic behavioral styles
• Dominant style influences how you act, react, and interact
• Each style has its own characteristic strengths and weaknesses
• Effective working relationships depend on adaptability of behavior styles among team members
• Knowing our is reason for us to be flexible and adaptable to build relationship with others

DISC describes behavior — what you say and do, the external and observable expression of your life. It does not delve into your personality (the mental, emotional, and behavioral composition of your inner life), motives, values, skills, or experience.

 

You can use DISC to…

•  Communicate more effectively 
• Improve collaboration and reduce conflict 
• Build high-functioning team
• Become a more effective leader
• Increase sales and service success

The goal is to peak your interest in another way of seeing the world. It is my hope that DISC will become an asset to you for understanding yourself and others. While no system is perfect, DISC is a model that can empower even the most shy person to reach beyond their comfort zone, to discover their greatest communication abilities.

  

DARE TO BE GREAT!

 

How to Ensure New Concepts Survive the Training Room

"The goal of any training is to provide information that changes a specific outcome. While some training may be focused on the ability for a person to show awareness, another training session may be designed to create a literal result, such as more customer served per hour. In each case the classroom time is the incubator for the new ideas. The question then is how can you test the theoretical knowledge you are sharing in order to validate that learning is taking place in a way that will create real change after training has ended."

 

Based on the fact that there are many models, numerous theories, and thousands of books I want to suggest a three part model that may prove useful to you. This model is what I call RLVA which stands for Review – Link – Visualize – Act. These fours elements are a simple way to ensure your training and development move beyond the classroom to the workplace. While each part of the process may occur at different intervals while training a subject, the primary goal is to ensure all parts are completed before a training session ends.

Let’s look at each of these elements and review ways to activate the learning as it relates to RLVA.

 Review is the best way to eliminate assumptions and clarify understanding throughout any training session. The review in the session is an ideal way to pause, take time to observe what has happened, and to begin processing new ideas, concepts, and models. This is the ideal time to ask questions that seek a statement of what they took from the experience.

•  What did you learn or find interesting during the lecture?
• What stands out to you from the last activity?
• How did you feel during the group challenge?

 

Link is exactly what it’s name implies; an opportunity to link new information to past experiences. The ability to derive value from connecting new information to past experiences is a major part of adult learning psychology. By placing the new information in the context of existing knowledge participants validate their comprehension, and assign personal value to new concepts. Questions include…

•  What meaning did you make of the reading or activity?
• How does this new concept fit with what you already know?
• Where is this true in your personal or professional experiences?

Visualize is the vital next step to taking a concept and giving it life outside the classroom. This element can take the form of brainstorming, mind-mapping, or a full-group discussion. The key is to provide a free-form opportunity to visualize using new skills on the job. By inviting participants to see themselves behaving in a new way while in class, it creates a mental model, or image that generates recall as they implement changes on the job. The ability to recall doing the activity is key to making the integration smoother and less abrupt. Some ideas for directing this visualization step include…

•  What could you do with this information?
• How do you see yourself applying this idea on the job?
• What ideas come to mind as you think of implementing these changes?

 

Act is short for Action – and it the step focused on gaining agreement to new behaviors and ensuring there is a plan of action in place before training has ended. While an action plan is not a new idea, in conjunction with the review process, the linking step, and visualization questions it is the last step toward agreed upon behavior change. We are all aware that forcing someone to change rarely works. By creating a collaborative dialogue model to build an action plan participants remain in control of the outcomes, and their success. The key to driving value and the start to lasting change is to agree upon time sensitive actions, to maintain urgency even after training is concluded. Some ideas for creating a plan of action start with questions such as…

•   What three ideas will you implement this month?
•  Who are the existing customers you want to reach out to and when?
•  When will you communicate these new ideas to your new customers?

 As you move through a training session make note of when these events are taking place. You are likely performing all of them to some degree. By using a model like this, you can amplify areas you feel are most important, and minimize or eliminate assumptions about how well a new concept is being understood.

  

DARE TO BE GREAT!

Jack Be Nimble…

How Getting Physical in Training Maximizes Learning

It came to my attention the other day, that being in training can include a lot of sitting. While the goal of learning is clear, getting involved may not be about more role-play activities.


So I wanted to know what makes the difference between an engaged learner and one who is about to fall asleep? What can you do to connect with the physical side of the learning equation… to raise the bar without scrapping everything you’ve ever done?


I was thinking about how to make training more active, with simple physical breaks… not team activities, those are different, but actually incorporating isometric exercises, low-impact stretches, or even just standing while learning.


    Here’s what I found out… “A healthy, well-functioning neuron can be directly linked to tens of thousands of other neurons, creating a totality of more than a hundred trillion connections – each capable of performing 200 calculations per second! This is the structural basis of your brain’s memory capacity and thinking ability. Brain chemistry reveals an essential unity of mind and body. Neurons not only contact other neurons, they also connect with skeletal muscles, at a specialized structure called the neuromuscular junction. There the brain uses acetylcholine – its primary chemical neurotransmitter for memory and attention – to communicate with muscles. Another of the brain’s key chemical messengers, dopamine, helps regulate fine motor movement.”


    It gets even better… “When acetylcholine is released at a neuromuscular junction, it crosses the tiny space (synapse) that separates the nerve from the muscle. It then binds to acetylcholine receptor molecules on the muscle fiber’s surface. This initiates a chain of events that lead to muscle contraction. “So muscle activity is a cue to keep a synapse stable, and synaptic inactivity is a cue to disassemble a synapse,” says Lichtman, a professor of neurobiology. “So if you lose activity, you lose receptors. But if you regain activity, you get those receptors back.”


     “Scientists have shown that muscle fiber contains a scaffold made of special proteins that hold these acetylcholine receptors in place. Research led by Jeff W. Lichtman, M.D., Ph.D., at Washington University School of Medicine in St. Louis, indicates that a loss of nerve signals – due to inactivity – actually disassembles this scaffold and causes a loss of acetylcholine receptors. When the muscle becomes active again, however, the scaffold tightens its grip and catches any receptors that come by.”
 So what can you do? By changing the pace, and interaction in the room you can reengage the neuromuscular junction that is the link between learning and mental connection. Here are a few ideas to build the bridge between mental connection and muscular function.
          Every 120-minutes arrange chairs so people are in a circle; keep this format for at least 20-minutes
          Every 60-minutes stop and stretch for 5 minutes
          Every 30-minutes stand up, twist side-to-side for about 3 minutes
          Every 15-minutes take a moment to sit on the edge of the desk if possible


Take a hike… really!


What about after training? Well, partners in a Minneapolis law firm found a way to walk their way to an active lifestyle… on the job! “Terri Krivosha, a partner at a Minneapolis law firm, logs three miles each workday on a treadmill without leaving her desk. She finds it easier to exercise while she types than to attend aerobics classes at the crack of dawn. Brad Rhoads, a computer programmer and missionary in Princeton, Ill., faces a computer monitor on a file cabinet and gets in about five miles a day on a treadmill while working in his home office.” This is an interesting example of how one company took this to the next level. Imagine how time flies at this law firm! Want to read more?


So the next time you find yourself nodding off in class, stand up, stretch, connect your mind with your body and reengage with the learning. If you leading the session, try adding in physical breaks to add to engagement, and give your training session the edge it needs to bring lasting change.


DARE TO BE GREAT!

Quality People Deserve Quality Training

With the amount of effort and time that goes into hiring the right people, it is amazing how often training to support them can be sub-par.

I realize the intention is not to provide poor training, yet all to often organizations who are smart about recruiting may fall short in how they retain these well-chosen individuals. At the center of this contradiction is the idea that many organizations have about the cost of training and it’s long-term benefits. There are many studies indicating how effective training can lower rates of attrition and increase job satisfaction. What is unfortunate is the perception that the really great programs are expensive productions only affordable to large organizations.If we take money out of the way and focus on quality, it is possible to see the core reasons for training and how they create value and loyalty. There is no need to spend excessive amounts of money to create the kind of attention and care that builds strong and dynamic workforces.

So, the idea is that quality as your goal means you can find ways to improve your process without increasing your costs. The reason this is so important is because regardless of how large or small an organization is, great training relies on consistency, visibility, and preparation. Consider the following Ten Tips to Make Training and Development Work from about.com.

"1.  Make sure the need is a training and development opportunity. Do thorough needs and skills analysis to determine the real need for employee training and development. Make sure the opportunity you are pursuing or the problem you are solving is a training issue. If the employee is failing in some aspect of her job, determine whether you have provided the employee with the time and tools needed to perform the job. Does the employee clearly understand what is expected from her on the job? Ask yourself whether the employee has the temperament and talent necessary for her current position; consider whether the job is a good skill, ability, and interest fit?

"2.  Create a context for the employee training and development. Provide information for the employee about why the new skills, skill enhancement, or information is necessary. Make certain the employee understands the link between the training and his job. You can enhance the impact of the training even further if the employee sees the link between the training and his ability to contribute to the accomplishment of the organization’s business plan and goals. It’s also important to provide rewards and recognition as a result of successful completion and application of the training. (People like completion certificates, for instance. One company I know lists employee names and completed training sessions in the company newsletter.) This contextual information will help create an attitude of motivation as the employee attends the training. It will assist the employee to want to look for relevant information to apply after the session.

"3.  Provide training and development that is really relevant to the skill you want the employee to attain or the information he needs to expand his work horizons. You may need to design an employee training session internally if nothing from training providers exactly meets your needs. Or, seek out providers who are willing to customize their offerings to match your specific needs. It is ineffective to ask an employee to attend a training session on general communication when his immediate need is to learn how to provide feedback in a way that minimizes defensive behavior. The employee will regard the training session as mostly a waste of time or too basic; his complaints will invalidate potential learning. Whenever possible, connect the employee training to the employee’s job and work objectives. If you work in an organization that invests in a self-development component in the appraisal process, make sure the connection to the plan is clear.

"4.  Favor employee training and development that has measurable objectives and specified outcomes that will transfer back to the job. Design or obtain employee training that has clearly stated objectives with measurable outcomes. Ascertain that the content leads the employee to attaining the skill or information promised in the objectives. With this information in hand, the employee knows exactly what he can expect from the training session and is less likely to be disappointed. He will also have ways to apply the training to the accomplishment of real workplace objectives.

"5.  Provide information for the employee about exactly what the training session will involve, prior to the training. Explain what is expected of the employee at the training session. This will help reduce the person’s normal anxiety about trying something new. If she knows what to expect, she can focus on the learning and training transfer rather than her potential discomfort with the unknown.

"6.  Make clear to the employee that the training is her responsibility and she needs to take the employee training seriously. She is expected to apply herself to the employee training and development process before, during, and after the session. This includes completing pre-training assignments, actively participating in the session, and applying new ideas and skills upon returning to work.

"7.  Make sure that internal or external training providers supply pre-training assignments. Reading or thought-provoking exercises in advance of the session promote thoughtful consideration of the training content. Exercises or self-assessments, provided and scored in advance of the session, save precious training time for interaction and new information. These ideas will engage the employee in thinking about the subject of the session prior to the training day. This supplies important paybacks in terms of his interest, commitment, and involvement.

"8.  Train supervisors and managers either first or simultaneously so they know and understand the skills and information provided in the training session. This will allow the supervisor to: model the appropriate behavior and learning, provide an environment in which the employee can apply the training, and create the clear expectation that she expects to see different behavior or thinking as a result of the training. An executive, who has participated in the same training as the rest of the organization, is a powerful role model when he is observed applying the training.

"9.  Train managers and supervisors in their role in the training process. The average supervisor has rarely experienced effective training during his career. Even more rare is the supervisor who has worked in an environment that maximized transfer of training to the actual workplace. Thus it is a mistake to believe that supervisors automatically know what must happen for effective training to take place. You can coach supervisors about their role. Provide a handy tip sheet that explains in detail the organization’s expectations of the supervisor in support of effective training. At one General Motors location, the education and training staff provided a three-hour class called, The Organization and the Training Process. The session was most effective in communicating roles and responsibilities to supervisory staff.

"10.  Ask supervisors to meet with employees prior to the training session to accomplish the steps recommended in this article. Discuss with the individual what he hopes to learn in the session. Discuss any concerns he may have about applying the training in the work environment. Determine if key learning points are important for the organization in return for the investment of his time in the training. Identify any obstacles the employee may expect to experience as he transfers the training to the workplace.

Each of the ideas shown here has to do with process, and most can be implemented with little to no increase in costs for an organization. The idea behind this post is simple: any organization can buy fancy training packages, new books, or shiny give-aways. What matters and is all too often overlooked are the basic steps that makes the proves relevant and valuable to employees. Practice these top ten and you will quickly develop personnel who are prepared and ready to succeed.

DARE TO BE GREAT!

Collaborate and Win

Collaborate and Win

Share Ideas and You Share in the Success

The desire to share information and collaborate more easily was at the top of the list for employees of Goodwill Industries in 2007 when CIO Steve Bergman sought to improve the organization.

In an article published by CIO magazine, it revealed; How businesses can use IT to harness the collective creativity of their employees (or anyone, really), is a hot topic. Tom Malone, a professor at MIT’s Sloan School of Management recently launched the Center for Collective Intelligence to study the subject. He says, “One of the most interesting possible roles for CIOs going forward is to become not just technology innovators but organizational innovators. A lot of the most important innovations in the next couple of decades will not be innovations in technology itself but innovations in how people work together.”

An organization cannot spend, cut, or save their way to success – they must innovate through collaboration.

The challenge now is to revise how people work together to reveal efficiencies and more effective methods which can drive real reductions in overhead. The workforce is changing dramatically right now, and so are the tools and technologies for working together. Goodwill Industries shared how they lived their way into a more collaborative, and effective future through open dialogue and creative problems solving.

"Steve Bergman says he didn’t set out to be an innovator. Not exactly, anyway. Goodwill is a big, decentralized organization. A couple hundred affiliates in two dozen countries generate nearly $3 billion in annual revenue. Most of us know Goodwill because of the stores that sell donated clothing and household items. But they also provide job training and placement services. Goodwill has a long-term goal of helping 20 million people worldwide get jobs that would allow them to become self-sufficient. Business leaders around the company concluded that to facilitate growth, the organization needed a better way to share information."

This may sound familiar; are you working within pieces of information and having trouble bringing the big picture into view? The best place to start may be with simple questions. Get clear on what is happening in your organization and then seek partners who are ready to dive into the problem-solving deep-end and figure out the next steps to take.

Consider this…

When Bergman joined the organization, “I went around and interviewed many of the key business leaders asking them what the most pressing IT issues were and how I could make the greatest impact. Collaboration and knowledge sharing were at the top of the list.” The collaboration that was needed was only revealed through open discussion, simple and effective communication is all you need to get started on a road to greater collaboration and team effectiveness. In the case of Goodwill Industries, the company may be a non-profit, but, as Bergman observes, “the bottom line is the bottom line.”

The results Bergman realized were to custom build a file sharing and knowledge management systems for Goodwill Industries. While there were many knowledge management systems on the market they were a poor fit. The diverse needs of various departments, and Goodwill’s goal of providing training and job placement assistance to 20-million people, meant the only option was a custom option. By the time they had created a unique solution, it was under-budget and better aligned for in-depth collaboration.

Start with three collaboration questions…

1.How well does your organization collaborate today?

2.What might make even a good system of collaboration even better within next year?

3.Who do you want to begin an open and simple dialogue with about collaboration and information sharing?

These are just a few questions with which to start a discussion about collaboration in your organization. Here at LQ we are taking on a new system for more remote collaboration created by Kazeli. We are in the very first phase, and look forward to using it to share files, unify client support notes, and streamline our outreach efforts. The possibilities are endless and everyone will have more ways to surface bright ideas. We know we will succeed because we are creating a system for sharing success.



DARE TO BE GREAT!

The Science of Being Happy

Scientifically speaking, the ‘real’ smile is one called the ‘Duchenne’ smile.


Named after French physician Guillaume Duchenne, who first noted an anatomical distinction between a week, or fake smile, and one that reveals a truly spontaneous emotion. His work took place in the mid-nineteenth century during a study of human facial expressions.

The alternative to the Duchenne smile, one without ‘crows feet’ around the eyes, is what is often called a PanAm smile – so named because it resembled the mild smile with which customers were greeted when they boarded the now-defunct PanAm airlines. What is notable about the Duchenne smile are the physiological responses that take place in the body when a smile is genuine.



Consider this from Dan Johnston, PhD…

Dr. William Fry, a physician and researcher, has studied humor for 20 years and found that it is good for us — not only for our mood — but for our health as well. Laughter relieves stress and improves our immune system. Laughing has been described as an internal jog; massaging our inner organs and giving them a workout. Smiling exercises 14 facial muscles.



When we laugh our blood pressure goes up and then comes down. We also stretch our lungs, relax our chests, and breathe easier. Laughter causes our bodies to release neurochemical compounds associated with an improved mood. When we can laugh at something, we change our perspective and our attitude.



So, how often do you smile? Research has found that four-year-old children smile and laugh about 400 times a day while for adults smiles and laughter decrease to only 14 times a day. Four-year-olds are often joyous, and adults are not.

Just think what might happen if you were to smile even half as many times as a four-year-old. The results might surprise you, and your coworkers. Sometimes the best way to affect change is with something simple, accessible, and easy to do. A smile meets all these criteria, and few people will be offended as you walk down the hall at work.

Powerful PowerPoint Presentations

While there are many ways to go about creating a valuable PowerPoint message, there are some primary rules that ensure the message participants hear, is the message you intended to deliver.

Working to deliver a clear message is the core of training any topic. Getting that message across has come to include the use of PowerPoint as the leader in presentation software.

MicroSoft’s Small Business Center website shares a perspective about the use and value of PowerPoint, you can read the full Top Ten list here. An excerpt from this article highlights the challenge with uses this dynamic software to the best effect.

Cherie Kerr knows how PowerPoint can be both provocative and persuasive in a business meeting. She’s also aware that precisely the opposite can occur. “It can be the very best friend you have,” says the Santa Ana, Calif., public relations consultant. “But you have to use it right.” Kerr’s two-sided view of Microsoft’s popular presentation and graphics program in Office Small Business mirrors a debate coursing through business and academia. While many embrace the values of PowerPoint as a potent business tool, there are others who contend that it’s a drag on effective interaction ó that it confuses, distorts and even strangles communication. (Read Full Article)

You know many of these rules, so consider this a refresher to have the most impact possible.

Rule #1 Avoid using black text on a white background

From a distance of more than 5 feet, this color combination will prove difficult for participants to read. When the lights are on, the white screen will wash out the text. When the lights are off black font loses sharp edges and is hard to see.


Rule #2 Avoid using font that is Red, Green, or Blue

These colors may appear bright on their own, but they are not easily seen in a training room from more than 5 feet away. These colors are also the kind that may prove hard to see depending on the strength of a participants vision. These colors also will not work based on following rule number three.

Rule #3 Avoid using a light or white background as this is hard to observe from more than 5 feet away

The best background colors are black, dark blue, dark green, dark brown, dark gray and other dark color variations. It is easier to see text that is white or light colored over a dark background than any other color combination. This is true whether the lights are on or off in the training room.

Rule #4 Avoid using any font size smaller than Arial 20 in bold or regular style

The ability to read a slide from more than 5 feet away in almost any light conditions is made possible by using a high-contrast white font over a dark background that is at least 20 points in height. The largest font you might use is 26 to 30 points in height, though these are usually used for the title.


Rule #5 Avoid the use of clip-art cartoons to ensure a clean and polished message

I know there are many cool graphics available, be clear – clip-art is one worth avoiding. If you want to show people, show an image by using a search engine to locate photos of professionals. If you have actual employee images that are professionally developed, then you may consider using these photos to add an authentic appeal. Note: If employee turnover is high, avoid using actual employee photos.

Rule #6 Use graphics and other icons to enhance even the most basic text

Bright graphics minimize eye fatigue by delivering a visually engaging message on each slide. The graphics must be related to the topic in some way to avoid being a distraction. The goal is to tell the story in a visual manner that is echoed by the text on the slide.

Rule #7 Avoid the use of automatic slide transitions and sound effects

The idea behind automatic slide transitions is to deliver a smooth progression of information – as part of an information kiosk. Using transitions that are activated with the click of a mouse button. In front of participants automatic transitions can lead to embarrassing back-tracking. If you want to add elements with an audio-visual edge use a DVD player to inject a short film, or anecdotal clip into the presentation.