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!
Monday, September 27, 2010
Monday, September 20, 2010
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?
"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.
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!
Monday, September 13, 2010
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…
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!
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!
Subscribe to:
Comments (Atom)