A Political Side to the Classroom — Literally

A-politician-sitting-on-his-desk-in-his-office.

I’m not talking about political views on education and training, but rather eye movement as it relates to learning. Believe it or not, Liberals see gaze cues much differently than Conservatives do.

As reported in Science Daily (Dec. 9, 2010) — “It goes without saying that conservatives and liberals don’t see the world in the same way. Now, research from the University of Nebraska-Lincoln suggests that is exactly, and quite literally, the case.”

What does this have to do with training and development? Read on.

In that UNL study, researchers measured a person’s tendency to shift attention in a direction consistent with another person’s eye movements, even if it’s irrelevant to their current task. Any surprise that there was a big differences between the two groups? It also reported that “Liberals responded strongly to the prompts, consistently moving their attention in the direction suggested to them by a face on a computer screen. Conservatives, on the other hand, did not.”

Why? It appeared participant values on personal autonomy might make them less likely to be influenced by others, and therefore less responsive to the visual prompts. To those conducting the study, they thought political “temperament” might moderate the magnitude, but didn’t expect the conservatives to be completely immune to the cues, while the liberals tended to follow the “gaze cues.”

So, what does this mean for the training world. There are one or more aspects to consider in analyzing our audience. Knowing the political inclinations can affect the willingness of the student or trainee to learn, or to even attend to what we say. It seems to indicated the liberals are more open, which means more of a sell to the conservatives especially on “what it means to me.”

We can’t exactly go out and ask members of our audience their political affiliations; I would suggest making such inquiries quite discreet, if necessary, or asked with a touch of humor.

Remember it is the obvious we usually look at. We don’t often think of the cognitive aspects. We know about impressions we make on an audience and vice versa. We can’t exactly go out and ask members our audience their political affiliations; I would suggest making such inquiries quite discreet, if necessary, or asked with a touch of humor. I doubt if it is absolutely necessary although if we make sure we put in enough connections of what the training or subject matter means to our participants we’ll have a positive training result regardless.

This brings to mind other cognitive differences or behavioral nuances that can be considered. Clothing stereotypes have been shown to determine that people may or may not be the “people” they portray through their clothes. Perception of others can often be based on clothing choices alone. I did two studies, one in undergrad psychology and one in graduate school where I showed individuals pictures of clothing and asked them to assign character traits–even political and religious affiliation. The results in both studies were conclusive that people do stereotype based on clothing alone.

Maybe we all watch too much television, but we know a “pimp” when we see one. Just kidding, but I think you get my point. How our audience perceives us based on our clothing relates to how they will listen to us. After all, they think they know something about us; hence, the necessity for conservative professional business attire when appropriate or something close to what our audience is wearing. We will be perceived as we appear. Bios can affect that perception, but you know what they about first impressions being the lasting ones. Of course, there is the obvious. Do our own political views affect our approach in training an audience of opposing views or similar views, and should it? It is perhaps just as important to acknowledge our personal differences if only to ourselves and be aware of who we are and how that may affect our training audience.

How our audience perceives us based on our clothing relates to how they will listen to us.

For me, knowing my audience is number one, knowing my subject, number two and knowing myself, last. Each of these aspects in communicating with an audience is essential. Without these elements, I think your training or speaking engagement can never be the best, most honest, or the most effective it can be.

For more on gazing: I wrote an article on it recently called the Power of Gazing in Training, Love and Other Matters that touched on the basics. Just so you know, the reviews expressed here are my own and you should feel free to disagree and express yourself. I love opposing views especially if you can provide more information on a subject. Also, if this topic or another is your particular expertise, we can always use guest writers. Check the link at the top for the form and fill it out for us. For more on Jack Shaw, see my website for more articles on training, communication and theatre.

For more resources about training, see the Training library.

Please check out my website. It’s not about acting at all or it is everything about acting, depending on how you look at it. I am happy to discuss any proposition. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

Effective Use of Mobile Apps – New Technology in Training

A-girl-showing-an-old-lady-a-phone
Mobile products are one (CDs, DVDs, Podcasts, Computer or online training), and using mobile devices in training is yet another method to train; we need to understand limitations and advantages.

The notion of using mobile technologies in education and training is an interesting one. I, for one, would like to see all public and private schools use computer tablets not only for carrying the textbooks but I see a wide range of exercise and homework possibilities.

Today students and parents can be in constant touch with a teacher who is well-versed in the current technology, although some still lag behind using the archaic means of communication like the phone and office visits.

There are still benefits to the technology for parents like checking grades, homework and attendance from home. Kids can also check their homework schedules, email homework, etc., although it is rather amusing that those technology savvy parents are frustrated by a teacher (who has a life outside of school) they cannot contact immediately. Their children–the students themselves are more in touch with the technology–sometimes even more than we are. I learned to type on a manual typewriter and my kids use a computer keyboard. They also know their way around the computer; they didn’t have typing in school; they had a technology class in elementary school–that included keyboarding. This is how they communicate and learn, and it will become more sophisticated as it also becomes more routine.

How does this relate to Training and Development. Easily. What the schools do now and will do in the future will affect adult learning–even if today we don’t use all the technology available to us. We better be willing to learn how to use it.

My advice to trainers and training companies: don’t be stuck in the past, but look to the future. It gives continuous learning for us a new focus: staying ahead or at least keeping up with technological curve. Beware if school teachers are using this technology before us, because they are setting the standard on how our students expect to learn. Who ever thought teachers could teach trainers anything? I’m kidding, of course. We owe it all to teachers. Most of us would not be where we are without a teacher who inspired us to learn something we found absolutely boring and ended up loving. Mobile products are one (CDs, DVDs, Podcasts, Computer or online training), and using mobile devices in training are another; we need to be proficient in using both, understanding limitations and advantages.

My goal is always to approach a training client and offer first the best way a trainee or a student may learn the subject; then, we move on to the next best and most-cost-effective tools. While I believe, most often face-to-face is best for nearly all training, it is sometimes not convenient or cost-effective to the client. On the other hand, I’ll lose a customer if I don’t take into account his needs, and ignore the new technology as a way of getting my message across effectively–if at all. Just remember your teenage son or daughter, who communicated with you only through text messages, and the trouble you had with the text shorthand. I remember this with amusement. Trust me, this not only affects learning but whether you are attended to at all. Our job is not complain, but to see the value and to use the best tools available to do the job.

Jason Novosel said it previously in his article all Using Mobile Technologies in Education and Training, and I thank him for his contribution in this forum. I know I am echoing some of his sentiments, but wanted to add my thoughts to the mix.

I take responsibility for what you see on this site. I hope you find it useful and come back often. Let me know what you want to explore and maybe I can help. Guest writers are welcome. We prefer you fill out the form at the top and tells about your subject, etc. Sometimes I see an article that strikes my fancy or I find areas I want to disagree with or discuss. Then I guess I’m on my own. I always try to give credit where it is due.

For more resources about training, see the Training library.

My own website contains links to these articles as well as links to articles in theatre criticism and communication commentary. All in all, I learn from each article I write–be it on training and development, on theatre or on communication in general. It is part my continuous learning process. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

Using Mobile Technologies in Education and Training

persons-pressing-their-mobile-phones
The notion of using mobile technologies in education and training is an interesting one.

While I host this Training and Development blog and use the occasional guest blogger, it is my hope that you will appreciate the other point of views.

The article below by Jason Novosel, Novo Horizons Management Training, a company from Down Under, spells out the idea of using mobile technologies in education and training quite plainly. And, today, I share it with you.

“It has been my experience as a professional educator that the teaching and training industry can be an inconsistent one. The industry is certainly dynamic – but the education/study boards, committees, government departments, etc. are constantly re-writing the basic philosophies of teaching and learning, based on the current “fashionable” research. Despite the “advances” in curriculum development and delivery, it is quite a challenge for teachers to actually keep up. Concerns have been, and are now being, raised by the teaching fraternity that a large percentage of educators do not feel well supported when it comes to implementing curriculum and pedagogical changes. Now, throw the latest technology into the equation, and…

“It is difficult to immediately deal with the pre-existing culture of education. The transition from rote learning to self-directed exploring of concepts is a slow one. Will technology aid this process? Will the educational philosophy and focus change to, once again, embrace the retro views of previous decades? What effects, if any, do mobile technologies have on handwriting, spelling, language and extension concepts? These are the questions that should be at the forefront of any investigation into using mobile technologies in the classroom. Unfortunately, there are no definitive answers as yet. Research into this area is still new and has not yet resolved into conclusions that educators can base solid plans on. Of course, progressive education and innovation demands the incorporation of technology and ICTs (Information and Communication Technologies) into all areas of the curriculum. However, with quality of education in mind, I go back to asking the above questions.

“In addition to philosophies of learning comes the issue of staffing classrooms with quality personnel. Without teachers who can explore concepts and motivate learners, stocking classrooms with the latest devices will have very little impact. Without teachers who can themselves spell and use language in a grammatically correct manner, communication will suffer regardless of the device used.

“The Australian National Curriculum (ANC) has been written to commence language and number concepts in Early Years (also called Prep). What used to be Grade One (Age 5-6) material should now be covered at Age 4-5, according to the ANC document, and similarly throughout all the years of Early Phase of Learning. This, to me, is a recognition of and response to the generation of teachers who have not had the benefit of a solid grounding in language and number, based in a stable, consistent curriculum. The overt focus (which commenced 5-8 years ago in Australia) on the embedding of ICTs into every subject’s curriculum may have been the catalyst for the degrading of the classical ‘three Rs’. It seems education systems in Australia have recognised this and are taking steps to ensure the next generation of teachers can spell, add and be creative in using applicable technology. Australia is finally following trends that have already played out internationally. Traditionally, Australian education ideologies have been 5 years behind those of the US and UK.

“So far it has sounded as if mobile technologies should not be used in the classroom right? Well, here comes the “but”…

“I love technology! I use it every day. I actually create and help develop apps for use on iPad, iPhone and iPod. I also love education and training. I have been a teacher all my professional life – right up to the present day. Technology is the way of the future. It is inevitable that it will impact upon every facet of business, education, training and networking. However, users should, and must, be aware of the advantages and disadvantages of mobile technologies.

“Advantages:

  • Mobile learning and training can improve the service you offer to your clients/learners. For example training can more readily be conducted on site or from the home, rather than learners/employees travelling to a training venue.
  • More powerful solutions can link directly into office or work-based networks making the training experience very relevant to the learner’s role.
  • Greater flexibility in working and training. For example, training might still be able to take place while a learner is travelling, or even at home.
  • Users are able to connect to other learners around the globe increasing discussion, interaction and perspective.

“Disadvantages:

  • In Australia, there is a lack of network coverage in rural and some regional areas. This severely limits the use of mobile devices.
  • Some learners lack technological “know-how” or are more apprehensive about technology when undertaking study or training.
  • There are costs involved in setting up the equipment and training required to make use of mobile devices, as well as ongoing costs for upgrades.
  • Mobile devices can expose valuable data to unauthorised people if proper precautions are not taken or followed.

“Decades ago educators were sceptical at how the desktop computer would play a role in education. Now tablet computers and smart phones have become the dominant communication devices. Social networks are accelerating contact, networking and information to a wide and varied audience faster than ever. It is up to trainers and educators to navigate these networks and to find appropriate, creative and mature levels of thinking and questioning which facilitate the use of mobile devices, rather than have mobile devices dominate education and training.”

Jason Novosel
Novo Horizons Management Training

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For more resources about training, see the Training library.

For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

O is for Oprah

Oprah-winfrey-portrait.

Oprah spent her last farewell show on May 25th sharing what she knows for sure from doing the more than 4,500 shows for the past 25 years. She considered the show and her viewers as “her great love” and this finale show, sharing with us her words of advice and encouragement, as her “love letter” to all of us.

Here’s what resonated with me and my summary from what she taught us. Whether you saw the show or not, or whether you like Oprah or not; she shared some important spiritual messages that we can all reflect on.

Worthiness

Oprah said that the common thread she saw in the shows and her viewers is the feeling of unworthiness. “You are worthy because you were born.” We often times block the blessings in our lives because we don’t feel worthy enough.

Energy

All life is energy. We are energy, like radio transmitters putting out energy to the world. You are responsible for your own energy and the energy that you bring to others. Know that every action to you “put out there” will have an equal and opposite reaction that comes back to you. She encouraged us to find the “love energy inside of ourselves.”

Calling

As she was called to do this show, she encouraged all of us that we have a calling too. Our real job is to figure out what that calling is and get to work doing it. Your calling is something you are meant to do and should give you the” joy and the juice” to do it. As you live from the heart of yourself, your calling will light you up. Live your calling in your own way, so you too can “illuminate the world.”

Service

We are all called to serve. We receive in direction proportion to how much we give. It’s been the greatest gift for her to serve us with this show for the past 25 years and she called us to action. “Don’t waste another moment to use your life to serve the world.”

God

When asked about what is the secret to her success Oprah replied, “My team and Jesus. Nothing but the hand of God made this possible.” There are no coincidences in life, only divine order. She said how all of her life she has felt the presence of God and that this presence is always working in our lives. She explained that it’s “closer than your breath and comes to you like a whisper.” Waiting and listening for this guidance is how she operated and how she was able to do this show for 25 years. Questions for us to consider: What are your whispers? Will you hear them?

Gratitude

She ended the show with messages on gratitude. “Gratitude is the single greatest treasure I’ll take from this experience.” It was a privilege for her to share “this yellow brick road of blessings” with us and she would offer a prayer of gratitude before each show.

In conclusion, Oprah said something like this a couple of times that is a wonderful question for all of us to ponder on. “Our life is always speaking to us, how will we then let our lives speak for us?

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For more resources, see our Library topic Spirituality in the Workplace.

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Janae Bower is an inspirational speaker, award-winning author and training consultant. She founded Finding IT, a company that specializes in personal and professional development getting to the heart of what matters most. She started Project GratOtude, a movement to increase gratitude in people’s lives.

Competitive Advantage

Handwritten-think-in a circle

Do You Have an Effective One?

According to Wikipedia, “Competitive advantage is defined as the strategic advantage one business entity has over its rival entities within its competitive industry. Achieving competitive advantage strengthens and positions a business better within the business environment.”

How do you know if your company has an effective competitive advantage – either offline or online?

I’ve compiled a list of Step One questions that will help you determine whether or not yours is strong, and if you are capitalizing on it.

Competitive Advantage Assessment

1. Are my company’s mission, vision and values clear, and do all employees embrace them?
2. Is our strategy for success up-to-date, and understood by management?
3. Who, exactly, are my competitors?

4. What are my competitors’ weaknesses? Do they matter?
5. Do I monitor my competitors’ activities?
6. Do I take advantage of competitive opportunities?
7. Does my company possess a uniqueness that easily separates it from my competitors?

What, specifically, is it?

If you don’t know the answer to these basic questions, take time out to get this foundation firmly in place. You might even ask a few of your managers these questions … just to gauge their understanding.

Put it into Play

With the above basics in place, go on to Step Two – how does your competitive advantage play out in the marketplace? Answer these questions to give you an idea of how you can increase sales by strengthening your competitive advantage:
1. Would I pay my prices to use my own products or services?
2. How do my prices compare with my competitors’ prices?
3. Who, exactly, are my paying customers?

4. Do I have a comprehensive, up-to-date profile of them, and their buying habits?
5. Do I have a loyal customer base (repeat sales, or positive word of mouth)?
6. Does my customer service rank world class?
7. What trends do I see for my industry in the future? Is my company – and my product mix – aligned with those trends?

If you answered “no” or “I don’t know” to more than one of the above questions, you may need some assistance with discovering and/or leveraging your competitive edge.

Don’t delay – it’s EXPENSIVE to wait. Work on any weaknesses you uncover and watch sales climb!

What sets you apart from your competitors?

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For more resources, see our Library topics Marketing and Social Networking.

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ABOUT Lisa M. Chapman:

Ms. Chapman’s new book has a name change! The Net-Powered Entrepreneur – A Step-by-Step Guide will be available very soon. With offices in Nashville Tennessee, but working virtually with international clients, Lisa M. Chapman serves her clients as a business and marketing coach, business planning consultant and social media consultant. As a Founder of iBrand Masters, a social media consulting firm, Lisa Chapman helps clients to establish and enhance their online brand, attract their target market, engage them in meaningful social media conversations, and convert online traffic into revenues. Email: Lisa @ LisaChapman.com

iLEAD: OnDemand! Technology for Leaders

Group-of-male-managers-discussing-their-managerial-problems-in-a-meeting

In the brick and mortar company leaders had the corner office. In the fast-paced world of the 80’s and 90’s leaders had the most frequent flyer miles. In the virtual business world today leaders need to “show up” wherever and whenever they are needed – OnDemand! so to speak. This requires a new type of leadership development within companies – one that is no longer tied to the career ladder or level of authority.

A question for CEOs: You bemoan the shortage of leaders globally, but what are you seeking –

– A way to fill hierarchical positions of authority?
– To instill a leadership ethos in your company?

If it is the latter, your leadership development programs have got it all wrong – dangerously wrong!

Too often leaders are simply the final decision-makers, presenters of budgets and operating plans to the executives above them, or politicians always “running” for re-election as waves of reorganization hit the hierarchy. Developing these “leaders” produces vertical infrastructure – a hierarchy composed of a few taught to govern many. While a hierarchy of executives is necessary, is it sufficient to compete in a networked global economy? Like trickle-down-economics, traditional leadership development is based on the belief that educating executives produces high-performing teams, better decisions, increased productivity, innovative products, and healthy organizations.

Leadership OnDemand!

Now, think of how the body manages itself and all the challenges of living – there is no hierarchy of decision-making and there are no executives, no one is “in charge”, not even the mind. Instead, there is a vast amount of cellular and systemic cross-talk, a cacophony of information creating constant communication about the health, well-being, and intentions of the body. From this mess of information emerge emotions, feelings, mind, thought, and from these medicine, technology, civilization, and social evolution. All of the advances we enjoy today come from a living system, a human being, which operates without a leadership hierarchy. In a world brimming with networks, e-business, global financial grids, social mobs, and cell phone documentaries, leaders of organizations are leading a figment of their imagination.

Premise: The organization, company, or business is not the org chart. Sure those boxes exist (just like your stomach and heart do) and people occupy them. Just as surely that chart does not represent how work gets done, services get delivered, decisions configured so they can be made, or new products imagined and brought to market. Executives take note – within your organization leaders are hard at work stepping up OnDemand! to manage and grow your business. And they are doing it with little or no support or development. Why? Because, their box on the org chart is not designated “leader” and yet they need to lead.

Supporting OnDemand! Leaders

The first way to support OnDemand! Leadership is through open-enrollment development courses. I am not thinking about courses on time management or word processing. This venue is a chance for self-selected, i.e. OnDemand!, leaders to get the learning and development they need to do what they are already doing unaided. The curriculum for these courses must be designed not purchased – which eliminates the need for expensive off-the-shelf programs that get filed away in binders. Hire a program designer, a mix of facilitator and coach, who can work with the internal case studies that show up alongside the leaders who seek OnDemand! Leadership support – cases that cover collaboration, communication, trust, engagement and require the facilitator to provide thought partnering, reflective questions, coaching, and emotional support.

Second, if these courses need to be quickly designed and the content used on-the-spot, jettison the awkward and rigid toolkits for those that are easily applied, work everywhere, provide just enough structure, and are generative (i.e. create trust, conversation, and collaboration). Visual metaphor, narrative, and embodied exercise are tools that can be quickly used by OnDemand! leaders. Like improvisation, these tools are useful in unscripted situations when collective development of an idea or collaborative management of a challenge is required. OnDemand! tools provide leaders with a means of acting without lengthy prior planning but also without a loss of rigorous thinking. Rigor, however, comes from the collective conversation, quality of questions, and openness to diversity of ideas and actions.

Third, OnDemand! Leadership courses are a means of creating meaningful opportunities for people to engage with each other around the challenges they face in real-time. This creates the three conditions from which Communities of Practice emerge[1]: relationships of support, mutual engagement that creates a community of practitioners, a shared repertoire, with which to face current challenges, and sense of shared enterprise, finding their place in the context of the whole. With these organizational learning and OnDemand! leadership spreads.

The value proposition for this new way of developing leaders is compelling –

1- Fewer struggling leaders having to learn on their own through trial-and-error

2- An inexpensive, highly tailored learning and development program that meets the immediate needs of the business

3- Identification of a self-selected group of leaders and the potential to grow your own executives

4- A more robust and resilient organization in which learning to lead is rewarded by providing the means to continuously learn in the context of lived experiences


[1]Etienne Wenger. Communities of Practice: Learning, Meaning, and Identity. 1998.

Inside Technical Specifications

Giving specification to employee while they both are looking at the laptop

The Requirements document has been completed and approved. The next step in getting the product built according to the client’s wishes will be to create a Technical Specifications document to communicate all the technical information gathered from meetings. The document will contain detailed technical instructions and information for the development team (Developers, Engineers, Architects, and IT Managers).

Technical Specifications for most applications will include detailed data on the:

  • design (look and feel) of the application,
  • different data bases, constraints, tables, and platforms involved,
  • images for designing and navigating through the application (i.e., graphics, process flow diagrams, data relational diagrams, charts, etc.)
  • fields involved (i.e., length, numerical only, drop-down lists, check boxes, bullets),
  • fonts, colors, images, or logos used (when and where),
  • usage of new or reused application codes,
  • types of error messages presented (when and where),
  • types of security, privileges, and privacy notices to be created,
  • functionality for web only, downloadable, or portable applications,
  • necessary coding for static or future products,
  • gathering of content,
  • table of contents, glossary and appendix.

Depending on the product, the technical specification may also include detailed information on the:

  • size and shape of a new, redesigned, or restructured product,
  • characteristics to be included,
  • types of benchmarks, compliance, or branding,
  • transference and storage of the data or product (depending on the medium),
  • functionality,
  • layering,
  • maximum load,
  • durability, etc.

There is an inordinate amount of questions and information that need to be addressed and gathered for Technical Specifications. Depending on the industry, different specifications will be gathered. For car manufacturers, data gathered may involve specifications for building engines. For pharmaceutical companies, specifications may involve the environment under which instruments or medicines will be manufactured. Meetings with subject matter experts and those involved will aid in gathering all relevant data.

Once all data has been collected, organize the information into a logical, readable format. When the document is completed, and appropriate parties (project managers, manufacturers, engineers, etc) have approved and validated it, the development team can now use the Technical Specifications to begin building a well-defined prototype.

As a note, Technical Specifications differ from Functional Specifications. Functional specifications are written for the manager/supervisor, describing how the product works based on the Requirements document. It does not contain any detailed technical data. For example, if the product is an application, the Functional Specifications will describe the flow of the program, how one section leads to another, the type of system/equipment needed, as well as error messages. In addition, Functional specifications are different from User Guides; although in some ways they are similar. The User Guide contains a set of instructions for the user to follow; how to use the product, what to do and not to do, and what to expect. No matter which type of document is written, remember to always write for your target audience.

More information on User /Operations /Training Documents will be described in the next post. If you have any questions, or feel I’ve left out information or wish more information on an item, please leave a comment.

Time out is Time In

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‘Tis the season for vacations and preparing children to go back to school. I heard a woman recently proclaim that she has too much work to do to take time off. It’s a common complaint. Yet, just as getting an oil change every 3-4 months keeps the engine running smoother, so too we need time away to keep renewed and in good mental, emotional, and spiritual condition. Otherwise we run the risk of being tired, stuck in a rut, not gaining perspective, or just plain bored.

Time out is Time in. Vacations allow you to come back with greater energy to face your tasks and challenges. Stepping away from work allows you to see your work with fresh eyes and gain new perspective on what is important. You can see more clearly what work adds values vs. wasted busy work. Sometimes just having extra time to read or think away from the office, you find a solution or work through a problem that has been weighing on you.

Taking time off to renew your spiritual soil is important time so you don’t feel depleted. Even if you take an afternoon to go fishing or go to a spa, that is helpful to renew your spirit. Tending to your spiritual soil, keeping it nourished helps you keep centered, focused on your values and priorities, and invigorated to face your tasks.

I knew of a company where two VPs didn’t like each other and didn’t work well together. The CEO saw their conflicts over time disrupt meetings and hinder business success. He told them if they wanted to keep their jobs they needed to spend one day a month together doing something they both liked doing away from the office. The two VPs weren’t too happy about mandatory time off together.

It took two months to find an activity that they both enjoyed doing and felt they could do for 8 hrs with each other. It took another 3 months before the men were able to talk openly about their backgrounds and share more personal information with each other. By the end of the year the men realized they had similar life experiences and learned to approach their challenges in different ways. They learned to respect each other’s different approaches and saw that they each had something to offer the company. After this one year experiment getting to know each other away from work, they were able to bring their differences and new perspectives back to their work in a productive way. Their teams aligned better and worked more cooperatively with each other afterwards. This was time away that led to millions of dollars saved in improvements to work flows and greater revenue generated by more customer retention. Time Out was recouped thousands of times over.

1. What will help you recharge your energy and gain better perspective?

2. What teams need re-charging so that they can work more effectively together?

3. Where do you go to till your spiritual soil so that you can be more grounded?

As you move into the busy fall activities, remember to take time away, even if for a day, to renew yourself or your team. It will support your personal foundation and your work if used intentionally for greater renewal and regeneration.

May you walk the Beauty way in the months ahead. Aho!

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For more resources, see our Library topic Spirituality in the Workplace.

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How to Fail When Taking Over a New Team

persons-pressing-their-mobile-phones

Learning requires action and sometimes failing. There are a number of failures that I have learned from throughout my career. One of the most painful for me was in my early days of multi-unit management. I had just been transferred for the first time out of my hometown to a new city with an entirely new group of stores, employees and customers. Coming into this new environment, I was a little cocky. I had been a rock star store manager and after my promotion, I led a rock star district of stores. My team was good and my stores were very profitable. So of course, I assumed if my new team wasn’t comprised of rock stars, I could have that turned around in no time. Unfortunately, the time frame it took for that happen was quite a bit longer than I expected. The main reason, I thought it was about me and my talents. It wasn’t. I took over a team of rock stars who just didn’t know it yet. And everything I did when I got there communicated that they weren’t.

The mistakes I made were classic fails in taking over a team. Here are a few:

  • I frequently referenced my old team
  • I talked about how I was successful when I was doing their job
  • I gave them the “Mazurek Rules” instead of helping them develop a set that worked for the team
  • I didn’t ask them enough questions
  • I spoke a lot about my expectations and didn’t ask them about theirs
  • I failed to understand that this transition was a change that they would need to work through

Taking over a team the right way can greatly impact the influence and trust you have with your team. Without those two things, you are certain to fail in your endeavor to move your team in a positive direction. Alan Collins over at Success in HR offers a great post on this topic. He even provides a free download of how to do it the right way. Check it out.

For more resources, See the Human Resources library.

Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz.

Developing Strong Win-Themes For Your Gov’t Grants

A coffee mug with an inscribed quote on winning

Good government grant proposals tell a compelling story. To tell a compelling story you must have strong Win-Themes because they help reviewers understand why you can provide the best solution to the problem identified in the grant guidelines. When you start your proposal, first create your Win-Themes.

Developing compelling Win-Themes for your government grant proposal is not an easy process. It will involve several meetings with your proposal team and plenty of brainstorming. However, the results will justify the effort because your Win-Themes will provide overarching story lines for your entire proposal.

A Strong Win-Theme:
• Links your solution to the problem identified in the grant guidelines — a problem or a need that your project is supposed to address.
• Supports your solution by providing evidence that your program will help address the problem or need
• Provides reasons and proof that evaluators need to give you a high rating.

A Strong Win-Theme has Three Elements:
Features are characteristics or elements of your solution. They may be software or the number of key personnel, to use a few examples. They are the means to your end, not the end itself.

Benefits are advantages that solve the government agency’s problem or address a major concern. In grant proposals, they usually involve the provision of services. Benefits address the all-important “So What” question.

Proof is the evidence that demonstrates your solution is likely to work.

Creating Great Win-Themes
Step 1: State the basic problem or need identified in the grant guidelines. Example: Increase contraceptive use in Ethiopia.
Step 2: Add your features and benefits. Example: A social marketing campaign (feature) will increase contraceptive use by 5 percent over three years (benefit).
Step 3: Add proof. Example: The same campaign has been successfully implemented in Sudan and Kenya.

Now there’s a great Win-Theme: Our social marketing campaign will increase contraceptive use in Ethiopia by 5 percent over a three-year-period, as it already has done in Sudan and Kenya.

A terrible Win-Theme simply rehashes the grant guidelines and fails to answer the “So What?” question. A bad Win-Theme is all features and no benefits. A great Win-Theme combines features, benefits, and proof to frame your grant proposal.

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Dr. Jayme Sokolow, founder and president of The Development Source, Inc., helps nonprofit organizations develop successful proposals to government agencies. Contact Jayme Sokolow