One of the most effective ways to engage training participants and ensure retention is through the creation of structured learning paths. Using a structured approach gives participants an idea of what their learning will look like over a particular unit or time period, and also allows their learning to build naturally from one subject to the next.

There are several ways to create structured learning, but first and foremost remember that any learning path must be accurately recorded and communicated to participants.One of the first ways to create structured learning is to space classroom training alternately with “real-life” or on the job interventions.

For example, bank account representatives can attend classroom training on opening basic accounts, such as checking and savings accounts. After the classroom portions, participants can be allowed to go back to their offices to observe and open basic accounts - but no more. This type of controlled OTJ training can enhance the classroom experience and prepare participants for the next series of more advanced courses. Obviously this sequence can take place over a period of days or even hours, depending on the size of the class and the organization. Continue reading this post…

Trainers can achieve engagement in many ways, from encouraging participation to sharing personal experiences and interactive activities. How the trainer encourages engagement is very important, but we can’t lose sight of the value this type of engagement brings to each training intervention.

First, highly engaged participants will have higher levels of retention. It’s easy to impart knowledge to a group of participants in a factual, or even dry, way. Some adults do retain facts and trivia, but many do not. Using engaging techniques during training will create an intellectual anchor to the material being learned. When participants go back to the job and must use the information they’ve gained, that mental anchor will kick in because of the activity surrounding it. Continue reading this post…

When determining the difference between a coach, mentor, and consultant, it is necessary to look at specific roles and functions. First, we must look at the focus or concentration - what is the specific focus of the person? Second, we should look at the type of agenda or role the person has. Third, look at how the relationship is chosen and or cultivated. Fourth, how does the person garner influence? Fifth, what is the expected return for the services of the person? Finally, we must determine the scope of the person’s work.

Coaches appear in various forms, such as professional, life, relationship, and sports team coaches. All coach types share the same criteria. The focus of the coach is in specific performance - for example, an organizational coach is usually responsible for increasing or improving performance in a given area. The agenda for a coach, then, is usually fairly specific - improve batting average, increase sales, etc.

A coach usually arrives in the relationship selected by someone other than the “coachee” - in other words, the relationship is not self-selected. Coaches also influence through their position, such as in the sports world. But what is the expected return for a coach? As we’ve already discussed, a coach is looking for performance and possibly teamwork. Finally, a coach’s scope is usually task-related. Continue reading this post…

As a coach, you should always be aware of what other teams, both within the organization and outside it, are doing. It seems that Belichick did not want team members looking forward and outside the organization - and he took the Giants lightly because of the wide popular opinion against them. It stands to reason, then, that an effective coach will not underestimate the competition’s preparation and determination - even if they seem to be losing.

Communication within teams is extremely important. Just as Coughlin created a communication strategy, Belichick could do the same thing in the next season. Each team member needs to know his or her role in the big picture, no matter how big or how small. When a coach takes the time to communicate this, either personally or through senior team members, the entire team takes on a new life of ownership and accountability. Continue reading this post…

“An investment in knowledge pays the best interest.”
Benjamin Franklin (1706-1790) American statesman, writer & scientist

I just finished reading an article on how Starbucks is closing over 7000 of their stores, for 3 hours on Tuesday, for remedial espresso training.  Starbucks, which already has an extensive training program feels that their baristas are not making their coffee drinks up to the standard that Starbucks seeks to be known for. 

When was the last time you saw a company, who is committed to success, stop all business activities to insure that their staff have the proper skill set to perform their job?  You don’t see it because most companies are short sighted.  They are willing to delivery mediocre products and let their customers know that as a company, they do not care!

Starbucks is setting a ‘gold standard’ on this.  They ‘are doing’ what many more companies aught to be doing…. training their staff.  They are less concerned with the loss of economic opportunity (which Dunkin Donuts is taking advantage of with their 99 cent caffeine shot) for those 3 hours, but remain focused on the truly ‘long-term’ value of delivering high quality coffee products. 

In the end, this training action by Starbucks will cement their already strong relationship with their customers, who in turn will provide the on-going viral word-of-mouth advertising for their superior coffee products. 

I thought the title might catch a few extra glances.  Who would have thought that there was something sexy going on with all those trainer happy sheets?  For one, I did.

Happy sheets, for those uninformed, are those polled results you provide at the end of a seminar.  It is where you get the opportunity to rate the instructor and provide valuable feedback on how the seminar/course can be improved in the future.   For the most part, the stakeholder (those people who sponsor the programs) take these sheets and quickly look at them and then forget them.

What a waste!

Happy sheets are more than just a quick analysis of how a particular program was conducted. They are more than an ‘off-the-cuff’ judgement of the instructor.  They are more than feedback for the sponsors.  When used properly, the can provide a valuable path for improving the course and building on the knowledge that the participants/delegates/students received while attending. Continue reading this post…