Every day’s a school day

This week we were privileged to sponsor the Natural Training Showcase Seminar in London. Described as “a tasty selection of Natural Training’s Award Winning sales, presentation skills and negotiation training brought to you by our passionate trainers” – it was exactly that and so much more……

Bursting with great information and insights, every session was thought-provoking and revealing and we now find ourselves with an abundance of wisdom which is wasted unless we do something meaningful with it!

Here’s the Clear Thinking 6 Step Plan for making the most of any seminar or training event, or even the masses of learning opportunities we are all faced with every day.

It’s based on the very natural approach that has evolved within the Clear Thinking Team, so it’s real and it works for us. It might work for you too……

Step 1: Schedule time to think….before you go

If you are planning to attend something that is likely to stimulate your thinking, then be ready to capitalise on it once it’s over.

Schedule some time for proactive refection into your diary. Probably not on the same day as, if you are anything like me, your mind will be well and truly spangled after a good seminar, but the day after when the thoughts and ideas have landed and you’ve had time to sleep on it.

Step 2: Pin down the outstanding stuff

A great question for starting us off on the journey of reflection was provided by Matt Drought, founder of Natural Training who was also apparently a ‘sprooker’ in a former life (and even though it sounds like a made up word it’s apparently a genuine job in the land down under!)

Matt encouraged us to ‘get out of our groove’ and ask ……what just happened then? Simple! And it’s a basis for reflecting not only on what just happened, but also on how you were thinking and feeling while it was happening too.

Consider what immediately stands out and how it can be applied to what you do. Make a list of every point that springs to mind, no matter how bizarre. You can use logic to evaluate and prioritise later, but for now just go with your gut, as the main thing here is to capture all the possibilities before they wriggle free from your mind and escape forever.

Step 3: Dive into the detail

If you’re like Kate and I, you will take lots of notes and jot down ideas as they come to you during a seminar. Now is the time to review your scribblings in more detail and try to make sense of what you wrote down in the throes of the event, which is not always easy!

You don’t want to miss the great book recommendations that need adding to your Amazon Wish List or the thought leaders who warrant a little more investigation; in this case Daniel Kahneman and Simon Sinek were two of my favourites.

Step 4: Write about it…or even doodle a bit

Pull out anything that seems useful and find a way to write about it. If you like to blog, then perhaps use your blog to develop your thinking and share it with others so your insights can help them too.

Maybe you prefer to keep things a little closer to your chest so a learning journal could be perfect for you; write about what actually happened and what it means to you and your situation. Maybe you have a place where you keep all you best ideas, if so, add what you just discovered to your existing reservoir of brilliant stuff.

If you don’t consider yourself to be a wordsmith, have you tried a spot of doodling? Draw your thinking to visually record what was useful to you. We love what RSAnimations do with the work of people like Daniel Pink.

Step 5: Take your partner by the ……brain

Two heads can be better than one, or so they say. Think out loud with a thinking partner to review your learning in words and gestures, and to share the light bulb moments and the revelations. We kept the other travellers in our train carriage entertained on the journey back ‘up North’ with this one.

If you choose your thinking partner wisely, they will ask you questions that will deepen your understanding and insight…..they may help you shift your thoughts and words to the next critical step!

Step 6: Turn thinking into action

 Without knowledge action is useless and knowledge without action is futile.

The final step is to evaluate what we’ve learned and link it to our priorities. By giving the stuff we’ve learned a fairly substantial kick about, we can check out its relevance to our current work.

If is important then we can build it into an objective and shape it into an action and actually do something with it. If it’s not important right now, but it has a place in the future, we can store that thought somewhere so it can be revisited when the time is right.

So, if there is one small thing you do after reading this, try making ‘every day a school day’ and keep asking “what just happened then?”  

Thanks to the team at Natural Training for creating a superb learning opportunity through their Showcase, we’re already eagerly anticipating the next one.


Training isn’t the answer!

What was the question?

I was recently invited to talk to a brilliant organisation about their training needs. I went in thinking that I might come away with some thoughts on workshops I could facilitate for them to help them develop their people – a reasonable assumption as a training provider, you might say.

Anyway I adopted my usual stance, and explored their organisation with them to help me understand who the key people are, what the organisation does and how it does it. (I use Big Picture for this; it helps me draw out great information. Take a look at yourbigpic.com). I uncovered tonnes of great information about their organisation, found out about their key challenges, and some opportunities for improvement fell out of the discussion too.

However, what didn’t fall out of the conversation was any clear need for training – exit stage left for Sticky Thinker? No! I hung around a while longer – in fact what this organisation needed was some thinking time to establish their business objectives. We concluded that there was not much point in training folk if you hadn’t first determined what you wanted them to deliver for you and assessed if they had the capability or the desire to do it!

The drive home gave me time to reflect…….

  • One of the things that struck me about my conversation with this organisation was just how much value they got from sitting in a room, removing all distractions and having someone give them their undivided attention for more than an hour. They did some great thinking and found some clarity that had eluded them until that point. (It’s not the first time this has happened, it’s a trend, and you’ve probably gathered that we take thinking fairly seriously given the name of our business!)
  • How many organisations fail to spend time doing quality thinking? And what’s the cost to the organisation and the impact on their people. How much more engaged could employees be if their employers immersed them in activities that encouraged them to think and not just take action? Not all the time, obviously, but when it matters.
  • Some organisations must already be doing thinking brilliantly, and I’ve seen a recent example in a contact centre environment where designated areas have been created for their teams to think and collaborate. Google are always cited as being the exemplars in this, but there must be others to learn from?
  • What if…… organisations everywhere had a policy that encouraged their people to take 14 minutes every day to engage in some high quality crystal clear thinking, either alone, if that’s their preference, or with others, if that works for them. That’s just 1% of the day dedicated to thinking; what more could they achieve?

If you happen to be reading this, I’d love to hear about you experiences and thoughts on thinking.

BABBle with the Boss

How a simple conversation between the learner and their boss can help make learning stick

Imagine this……

You’re an employee in an organisation getting on with your day job. You’re pretty good at it; when out of the blue you receive an invitation to attend a two-day training event delivered by an external training company. It’s in a few weeks’ time, there’s space in your diary, the topic seems relevant to you and generally you enjoy learning new things so you accept the invitation and get back to your day job.

Several weeks pass, there’s no further information about the workshop and your boss doesn’t mention the training to you either. You’re actually quite busy with your day-to-day tasks and so finding out more about the training doesn’t make it to the top of your list of priorities; then suddenly the first day of training is upon you. You make your way to the training room, take a seat and wait for something to happen. The question is – will being there make any real difference at all???

With the very best of intentions the company has provided access to training, recognising the value of developing its people and knowing that it’s a factor that helps employees feel engaged with the business. Employees have been nominated to attend, because presumably what they might learn could help them to improve their performance and hopefully help the business get closer to achieving its goals and objectives. But there are no guarantees!

If there was one thing you could do to increase the likelihood of trainees transferring learning from the classroom to the workplace, making the training worthwhile for them, and you, by delivering a meaningful return on investment, you wouldn’t want ignore it, right?

The super-simple and low-cost solution is the BABB(le), the Before & After Boss Briefing.

If we take a look at the world from the point of view of the learner and consider what they need in order to be ready for the learning environment; then the importance of the BABBle is revealed.

1. Learners need to feel good about attending the training event.

We’ve met many who think that training is a punishment and that being “put on a training course” means they are failing in some way. So consider the damage it could do to a person’s motivation if you nominate them to attend training without them knowing the intention behind it.

We also work with people who dislike the unexpected. They like to be prepared, to have given some thought to what they will encounter, to get a sense of structure and know they aren’t going to be put in a situation where they feel foolish.

Boss Briefing: Spend some time talking about the content of the training and what’s in it for the learner. Tell them why you nominated them and what they can expect and discuss ways they can make the learning event successful for them and how to get the most out of it.

2. Learners want to be free of the distractions of the day job.

Some careful planning, with involvement from the trainee, can ensure that during the event, the learner can give their full attention to the training. Trainers and facilitators will often use activities early in their sessions to help learners remove mental distractions, but the physical ones need to be anticipated and eliminated too.

Boss Briefing: Discuss with your learner how to cover the day job whilst they attend the learning event. What will you need to anticipate and who could take care of it instead, whilst ensuring service levels and delivery standards are maintained? Agree and implement the plan of action; share the responsibility for making it happen.

3. Learners need to know what they are already good at and what to look out for from the training that will help them to perform better.

A more immature learner may not have a high degree of self-awareness and so may find they struggle to understand what they are good at and what skills and knowledge they should work on building. They are often helped by understanding how others view them and can find a sense of direction from high quality feedback that is delivered well.

Boss Briefing: Prepare feedback around 2 / 3 key topics relevant to the training. Explore these topics with the learner, encourage them to express their views of their own performance and share real examples that illustrate the level of performance they are capable of. Consider not only what they do now but their potential in the future.

4. Learners need help to be able to spot which of the specific skills, techniques and knowledge that they are exposed to can (and should) be applied to their job.

When we understand how the training content is relevant to our roles in the real world it makes it easier for us to recognise when something useful pops up in the training. We tend to be predisposed to look for patterns and links between things as a way to make sense of them, so helping trainees to anticipate the links between content and the real world can increase their attention to and retention of information.

Trainees who go into a training event with a “mental checklist” of things that could be useful for them tend to be very focused, the event becomes less of a passive encounter and when they do spot something potentially useful they are ready for it.

Boss Briefing: Discuss future challenges for the learner’s role and the business function and at a high level identify the skills, techniques and knowledge that may be important. Align this with the content that is included in the workshop, and make it clear which aspects may not be covered.

5. Learners need opportunities after the training to practice what has been learned and to test it out, finding ways to make it part of “business as usual.”

Immediately after the training, and for a sustained period afterwards, a learner needs a chance to practice what they have learned. “Use it or lose it” is the phrase that springs to mind here. If your training provider has written some great content that fits your learners like a glove in terms of its relevance, then obviously you want them to absorb as much of it as possible and more importantly, implement it fully.

Often old personal habits and established work routines get in the way here and someone has to clear a path for the learner to play with their new skills, techniques and knowledge so they can make a real difference in the business.

Boss Briefing: After the training recap on key learning points and encourage the learner to point out when and how they can apply their learning. Agree specific opportunities they can access to implement their learning and plan these in; offer encouragement and revisit the plan often to check learner is integrating learning as agreed. Setting targets for performance improvements can sometimes work well here.

6. Learners need help to recognise success and celebrate it.

The pace that most people work tends to mean they find little time for reflection and celebration of success. However, when you ask people about the defining moments in their careers, whilst some will share horror stories to make your toes curl, many more will refer to moments when their boss gave them some positive feedback and praise about their achievements and allowed them a moment to revel (even briefly) in their success. Some learners need a little help to notice what’s going well, and it’s important to give them this if they are to replicate great performance again and again.

Boss Briefing: Set a review schedule, 30, 60 and 90 days out from the original training and at each stage highlight successful outcomes. Reward improvements with something that is meaningful to the learner and encourage more of the same.

The Before & After Boss Briefing is not a magic bullet, it’s just one of a wide range of tactics that can boost the return on investment for your training activities! It does allow you to create the right learning conditions for your employees and even a small incremental shift in what is learned, retained and implemented through workshop-based learning will make the results of your training investment more impactful and help your training budget go further; and that’s no bad thing!