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Developing a Culture of Leadership

Driving Performance & Delivering Results

How does one determine value when training? Does it seem possible that many of us have lost our ability to correctly assess the value of the programs that are delivered? I know, starting an article with two questions is not the ideal method for making an argument. Nevertheless, I am of the opinion that the value of ‘questions’ is greater than the value of ‘answers’. Therefore, I submit these questions for review

A traditional method for determining value is in the ‘content’. Many programs are built around the training content. The belief is that the ‘content’ is of such great value that irrespective of the delivery, that the student will immediately absorb the material and be capable of mastery of the topic. (At least that is how many training departments are acting in today’s corporate environment.)

Continue reading this post…

You only have to look at New York Giants coach Tom Coughlin to see the benefits of coaching to perfection. When Coughlin decided to play the last regular season game, he took added criticism on top of what was already there - he didn’t fight back and stuck with his plan, regardless of what was being said.

Coughlin obviously planned to put pressure on Patriots’ coach Bill Belichick by sticking to the plan - and it worked. What aspects of Coughlin’s coaching led the Giants to victory in what seemed to be a no win situation? Let’s look at the lessons we can learn from Superbowl XLII - and translate into our coaching styles.First, as coaches we have to remember to know our teams and acknowledge each role. Coughlin didn’t have an all-star lineup, but each member of the team was aware of his role in the overall strategy.

As an “old school” coach, Coughlin finally learned that communication was key. In that same vein, coaches must remember to listen to what the team has to say - as well as react positively to constructive criticism. Coughlin went literally from disciplinarian to bowling partner - and began holding meetings with no clipboard and no agenda in order to listen to what his team members were thinking about. He created a leadership council made up of the senior players to listen, suggest, and communicate. When it came to constructive criticism, especially in his handling of the media, Coughlin learned to smile in front of the cameras and not to take himself too seriously - a lesson any coach should learn and take to heart. Continue reading this post…

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…