Dark sites have been around almost as long as the public Web, but their importance has never been more clear than in today’s “instant response” climate. In post on his blog, Blogging Me, Blogging You, social media pro Ed Lee explained why you need to develop dark sites of your own:
Online, it is vital to maintain a positive and accurate perception of an organization, especially in the face of a crisis, with timely and accurate information that your constituents care about.
Therefore, it is common for organizations, especially those facing multiple potential issues, to have several dark sites, one for each identified vulnerability or corporate risk. Typically, a dark site contains pre-approved messaging and documents such as news releases, pictures, official statements and other background information, as the specific details will only be added right before their release.
One of our mantras is, “in the absence of communication, rumor and innuendo fill the gap.” Having dark sites waiting in the wings means that you can be first out with the information that reporters and stakeholders are desperately seeking, which in effect gives you control of your own story. Honestly, you would be surprised at how much heat even a holding statement that acknowledges there’s been a problem and promises information soon can take off of a building crisis.
Of course, having dark sites for every known possibility won’t help if you don’t keep them updated. You have to respect confidentiality and legal concerns, but share as much information as possible about what occurred and what you’re doing to fix it. This should be coordinated with your social media team if they aren’t directly handling it, as you will be getting questions there, and Twitter, Facebook, and the like can be extremely helpful in funneling information to your stakeholders.
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For more resources, see the Free Management Library topic: Crisis Management
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How many meetings do you attend, or facilitate, in which you are speaking over the telephone or over the internet? I imagine quite a few. It can be a little unnerving, or it can be a highly engaging experience. Here are some tips to making the most of these virtual presentations:
Remember your voice trumps all else. Since the listeners can’t see you, all they have to go on are your voice and your slides (if you are using them.) If you don’t know how your voice sounds, now is the time to get a voice recorder and record and listen to yourself. I know it isn’t fun, but it is an eye opener.
How many “ums” and “ahs” do you hear? Is your voice monotone? Do you have good volume? How is the voice quality over your phone line or headset?
If you found any opportunities for improvement, work on then now. It will pay dividends for years. A great way to get better vocally is to periodically record yourself in a practice presentation, exaggerating each aspect of enunciation, inflection, rate of speech, etc. Think of putting color into your voice. This exercise can help you stretch your vocal range, especially if you listen back and hear the improvements for yourself.
Some other tips for humanizing the experience:
1. Don’t use a script unless absolutely necessary. Your audience will be able to hear that you are reading. Instead, use notes that are less a script.
2. Rehearse your content, as much or more than you would for a live presentation. Pay particular attention to the opening minutes, the transitions between topics, and the closing. Ask a small group or even one person to listen. Or record it and play it back.
3. Engage the audience in the first three minutes. If you wait until midway through your presentation, the audience is used to listening only, and won’t respond as well as they will in the first few minutes. Ask them to write on a white board, or introduce themselves if the class size is small enough. If you know them, do a quick “check-in” with each person.
4. Have a helper sit in. if you can have even one live body in the room, or even on the phone, you can talk to that person. Less of the blind feeling you can get when you don’t see an audience. And maybe that person could help you with audience questions, technology issues, etc.
5. Privatize the chat function so that only the presenter and helper can see the questions. Encourage people to ask anything they want, knowing that they will remain anonymous. This increases trust and reduces risk of saying something they might regret. You can respond to the comment or question without revealing who said it.
6. Put up pictures. You can post them on your wall, or on your desk or even on your computer. Make these the happiest-to-see-you faces you can. Or use pictures of your pets or loved ones so you can see them, if that helps you feel more connected.
7. Stand up. This allows you to breathe more deeply, puts more energy in your voice.
8. Open your mouth wider. Enunciate carefully. This can keep you from rushing, and make you more easily understood.
9. Smile. Yes, we can hear that in your voice.
10. Keep the group small. In this way you can personalize the call, so people don’t just drift in and out of attention. There is nothing like hearing your name called with a question attached. Your audience will stay more focused if you might call on them.
Speaking with a remote audience is more and more part of our presentation repertoire. You can hide in the dark, or you can choose to shine.
I would love to hear from you. How do you sparkle when you speak with remote audiences? And how do you engage your audience in remote presentations?
Today, I start my first day as a professor of public speaking in a hybrid teaching environment. Oh, I’m not new to teaching–just the environment. Granted, it’s been awhile. It is both an exciting and daunting task. I won’t mention any names because it really doesn’t matter what institution it is; they are all relatively the same in how the process works.
This post begins my first hands-on experience with urban students and then it’s on to the suburbs to teach the same class to a different group at a another campus. You know about different audiences so I won’t go there except to say, it is, of course, something I must consider in how I relate my subject to my students. Not that these are necessarily big things–just different. Just like any other audience. You have to know who you are dealing with so you don’t step on your tongue, assuming anything.
Students have a different experience from when I was learning the same, but the parts that need to be in class are in class; those that can be written or discussed can be done in a form–a mandatory thread and posts that meet certain requirements and standards. In my class, communication is the name of the game so we’re talking practice on all levels. Because we are in class a few times, eight to be exact and for three to four hours, the days in class a student can miss are severely limited. Miss two and you can be withdrawn from class completely. gone are the days of showing up and passing (or not) the mid-term and exams in some classes. Here, you have to be present because that is when most of the substantial grading is done. Easy to fail; easy to be withdrawn for lack of attendance.
Let’s face it. This is when I am going to have my students show me they know how to give a speech. In the threads, we’ll talk about about we do things, give examples that we know what we are talking about. And, of course, I am there to guide and instruct.
I’ve written on hybrid education before, and I still feel it is definitely part of our future, not only in education but also in training. In fact, I think trainers got there first, but I find it interesting that we don’t put nearly as much emphasis on it in training; it’s as if we only want to save money, rather than train, making training somewhat less important than education. We could debate the two and I think education wins in the long run because it is training for life; while we are training to do a better job.
We have become a society of too much to do and too little time. We have technology for everything, and we even have technology to manage our technology with voice commands. On our phones. Today it’s the I-Phone 4S. Tomorrow?
I have already had one student request to use her smart phone (at least I’m assuming it’s smart) to do the online portions of her class because her computer is in the shop; life happens. Now, I know smart phones are seducing us in the market as the only electronic product we’ll ever need, but I still have a hard time writing on a laptop, let alone a small phone screen. Different too is the touchscreen. For some, it’s a dream to others a nightmare. But here’s something students won’t let you know they know: libraries have computers and internet access. Teachers know it. Internet cafe’s? Sometimes you have to do what you’ve got to do. I’m a survivalist, remember. Cave Man–that’s me. I just look better on paper, but I’ve been there and I’m a good resource.
I find it interesting that here on the Training and Development site, I have a following of students from another university that I think operates the same way or similarly. In essence I am doing the same job of teaching these students online. I love it. I really do, and I am so glad to see they get why I am saying something. It’s a free education. Even at my age, if someone offered me the chance to go back to school…I’d jump, but life does influence our choices. I waited a long time to do what I love because life was hard and I needed a job and I needed security. Well, I still need the security, but I could only last so long not doing what I love. Eventually I tried to do it all and nearly wore myself out. But it’s worth it. I’m working harder and loving it more.
Had I been born sooner, as a student I like to think I would have used the Internet for the very same reasons and more. I hear something in a movie or read something in a book, it’s so easy to clarify what it is I don’t know. I review plays, too, as some regulars to this blog know. I don’t always know the show. How could I know them all, but I use the Internet to find out what others have said, starting with Wikipedia because it is a good basic place to start. Is it the kind of place I will accept has having authoritative information? No, but there are links found there that are.
My first day. I am not worried about the students–except that I don’t know them yet. I like them without knowing them and I want them to like me. I want them to see the value in what I convey to them and apply it to their lives. They don’t know I had my share of problems growing up; first impressions can be deceiving. We all got to where we are based on where we come from. You can’t help who your parents are or where they came from. I could just as easily been born somewhere else and grew up in a totally different environment, but this is the one I’ve got; this is my reality.
It is the reality of my students as well. This electronic age and how it affects education is what it is. Beats the one-room school house, which I’m sure in it’s day beat the not having a school at all. Of course, you didn’t need some of the sophisticated tools of today, like being able to communicate well. All you needed then was to read and write, and if you did that, you were off to a good start. Many jobs were open to you, but some still required more specialized education. You made choices.
We have choices today. Of course, I feel communication (and public speaking) paves the way for many jobs, and can communicate credibility and leadership traits necessary for success. If you want success, that is. I’d like to say, “Who doesn’t?” It’s always apparent some aren’t willing to work for it. Being “old” I know that it pays off. Guess it’s my job to convince them.
Today I have to figure out how the grade book works. Important. Not just a log book like in the past, but an electronic marvel that provides real time feedback. I always hated waiting for grades. Teacher and student habits. We have to get into the routine. Once there, we won’t need to think about the routine, we’ll just know it and do what we have to do.
My biggest concern is that students (and I know what it’s like) will wonder how to minimize what they do. Efficiency. “What do I need to do to pass?” Not good. “What do I need to do to excel?” Better. “What do I need to do to succeed, not only in this class, but use that information to everything else?” Best.
As for me, don’t wish me luck. I’m doing what I love. I will be challenged. I know my audience (I will know them better shortly), I know my subject, and I know myself.
I will follow from time to time with similar ruminations on life teaching the hybrid education and how it relates to training. Totally off this topic, I am planning to talk about the enrichment programs at sea on the cruise lines. Sounds like a fun thing for a trainer, speaker, actor, author to do. In a couple of weeks I will be doing my first on ship. I’ll pay for the cruise, but I want to be on that stage, working with that audience, and seeing what else is out there to experience. As I keep doing all that do because it is exciting and worthwhile. My passion.
For now, the words here are my own. There’s more on my website, including dramatic criticism and comment. Saw and reviewed three wonderful shows this weekend: THE ROCKY HORROR SHOW, SUDDENLY LAST SUMMER, and PICASSO AT THE LAPIN AGILE. Talk about variety. All did a profesional job communicating life. I had my suspicions of ROCKY since it has a cult following, but in the hands of a professional theatre group, the original theatre came through. PICASSO, if you didn’t know, is Steve Martin’s first play and it is a witty look at how art and science are very similar. Two guys walk into a bar…Picasso and Einstein. I’ll put in the links later, but you can find them on my website under What I Say.
Check out my book, The Cave Man Guide to Training and Development. If you don’t know me, I take a rather non-traditional look at training, reacquainting us with the basics and reminding us what we may have forgotten since the days of the Cave Man. The book is inexpensive and an easy read–a compilation with some modification of related blogs you would find here. End of plug. Happy training.
This fresh approach to strategic thinking begins with tales of battles at sea in the days of Napoleon and continues to explain what kinds of strategies have made the difference for modern companies like Apple, Wal-Mart, Cisco, Starbucks and Wells Fargo.
Author Richard Rumelt shows that many recent high profile failures such as those of Lehman Brothers and Enron resulted not just from a poor strategy or a poorly defined strategy, but from a misunderstanding of what strategy is in the first place!
One acquaintance showed incredible ignorance by saying to Rumelt ““Strategy is never quitting until you win.” Attitudes like that, of course, can only lead to wasted resources and eventual failure.
As Rumelt says, “The core of strategy work is always the same: discovering the critical factors in a situation and designing a way of coordinating and focusing actions to deal with those factors.”
Strategic Thinking: A Comprehensive Guide
Very useful book for strategists. Truly comprehensive because of the multiple of perspectives covered.
Learning to Think Strategically, by Julia Sloan of Columbia University.
This is my favorite kind of book… the kind that has lots of my under-linings and margin notes left over from previous readings! That means I intend to come back to the book now and again for wisdom and guidance about my topics of interest… Strategy and Strategic Thinking.
Professor Sloan’s book traces the history of strategy, differentiates strategic thinking from strategic planning, describes the influence of culture, and introduces five key attributes for learning to thinking strategically. Learning to Think Strategically asserts that learning is the critical link to transforming strategic thinking into a sustainable competitive advantage.
Read Ann Herrmann’s Whole Brain Business Book to learn an approach to business effectiveness drawing on understanding of the ways we differ from each other. Learn about Whole Brain methodology and the required brain dominance for strategic thinking.
I understand the context around me in a different way than you do. Some of us are most moved by thoughts of the big picture. Others look first at the details. For some of us, the we make decisions with our emotions out front. Others are focused on the facts. The “whole brain” approach shows us how to make change happen by leveraging individual differences.
Visit HerrmannSolutions.com and respond to the instrument to see
your preferred style of thinking.
Learn More about the Whole Brain Business Book. here.
Creative Strategy: A Guide for Innovation.
Duggan explains the critical steps to innovate in business and any other field as an individual, a team, or a whole company. The critical step — the search for past examples — takes readers beyond their own brain to a “what-works scan” of what others have done within and outside of the company, industry, and country. It is a global search for good ideas to combine as a new innovation. Duggan illustrates creative strategy through real-world cases of innovation that use the same method… from Netflix to Edison, from Google to Henry Ford.
I also learned a great deal from Duggan’s previous book, Napoleon’s Glance: The Secret of Strategy.
Team of Rivals Doris Kearns Goodwin’s excellent book Team of Rivals explains how instead of bringing in a cadre of leaders whose thinking closely matched his own, Abraham Lincoln made a point of surrounding himself with his political rivals, naming William H. Seward, Salmon P. Chase, Edwin M. Stanton, and Edward Bates – all of whom had opposed Lincoln in a bitterly fought presidential race – as members of his cabinet.
Despite initial misgivings, this unlikely team learned that Lincoln valued their opinions, would consider and reflect on their disagreements and challenges, and would not stick unnecessarily to preconceived notions.
Though the mix of personalities and opinions inevitably led to debate and verbal conflict, Lincoln was able to facilitate and mediate, tapping into a rich variety of ideas in order to find the optimal solution to political and military issues.
Strategy Safari
I have often been asked what book I would suggest to someone wanting an introduction to the world of strategy. This is always the book I suggest, the eminent strategist Henry Mintzberg and his associates Ahlstrand and Lampel do a masterful job of explaining, in plain language, the various approaches to strategy. My favorite section is the authors’ treatment of Michael Porter’s “Positioning School” of strategic thought. While staying “fair and balanced” in explaining Porter’s methodology, you can almost taste Mintzberg’s poor regard for such a deliberate and plodding approach, which stands antithetical to Mintzberg’s own bent to strategy: the Emergent Approach.
Strategy, by B.H. Liddell Hart
The book now called, simply, Strategy, is essential reading for any student of the art and science of strategy-making. Author B.H. Liddell Hart is the best example I know of who not only chronicled history, but shaped it. In 1929, he published The Decisive Wars of History.
Although Hart was a Briton, it is known that his work had greater impact on the pre-WWII military thinking among the German military than on his own countrymen. Among others, the German general Hans Guderian read and digested Hart’s work, which influenced his designs for employing tank (panzer) warfare in execution of the “blitzkrieg” strikes that quickly took the European lowland countries and France.
Erwin Rommel, the “Desert Fox” is known to have read and savored Hart’s books. Rommel’s tank battles with the Allies in northern Africa are often seen as the prototypical Hartian strategic confrontation. Applications of Hart’s insights for modern business are quite evident upon reading Hart’s historical accounts and analyses. For example, to truly understand the art of strategic thinking, it is essential to consider Hart’s notion of the indirect approach.
The Lords of Strategy
Until the 1960s, there were few books or business courses available that focused on the notion of business strategy. Gradually, as the importance of the topic dawned on MBA providers and the business public alike, Strategy evolved as an important discipline of thought for leaders of corporate, organizational and government leaders.
As the field evolved, not surprisingly, so did the cadre of people seeking to make their living teaching and consulting with others in need of better approaches and strategies. With time, the modern consulting inustry was born.
The Lords of Strategy is the story of the four men who invented corporate strategy as we know it and set in motion the modern, multibillion-dollar consulting industry: Bruce Henderson, founder of Boston Consulting Group Bill Bain, creator of Bain & Company Fred Gluck, longtime Managing Director of McKinsey & Company, and Michael Porter, Harvard Business School professor.
The publisher explains that “this book is a revealing account of how these iconoclasts and the organizations they led revolutionized the way we think about business, changed the very soul of the corporation, and transformed the way we work.”
Well, it’s a little more sickening and depressing than that, if you ask me. I have personally seen, for example, PPT slides that an eminent strategy consulting firm used to goad Enron into “out-of-the box” and “break-through thinking.” We all learned, of course, that simply thinking out-of-the-box can lead people into “breaking through” ethics and morals.
Enron paid for this “anything goes” approach with its very existence. The consulting company that egged them on, though, is not only still at it, but is doing quite well for themselves.
Nonetheless, if you’d like to learn how today’s consulting industry came to be the way it is, then I am sure you will find The Lords of Strategy to be compelling, if disturbing, reading.
Wired for Thought
If you are interested in the notion of strategic thinking, then you are certainly interested in the brain, the organ that allows you to think about things, strategic or otherwise.
Author Jeffrey Stibel applied his life-long fascination with neurology and brain science in order to found a series of highly successful businesses. In each case, he applied knowledge about how the brain works to thinking about how the internet should work, since, as he writes “the internet is a brain.”
Stibel explains his fascination with the brain and neurology as a metaphor for thinking about the future of the internet: “When I began to study the emergent internet as a whole, I had trouble finding areas where there were not analogies to the brain. It finally dawned on me that if I wanted to build internet companies, I needed to know everything I could about the brain.”
“My organization’s website is static and boring, frankly. Our FaceBook page is updated all the time and very popular.” The Executive Director of a local nonprofit told me that.
This local humane society has 1,214 friends on FaceBook. That’s 3.3% of the rural population of the county it serves! That’s equivalent to a national organization having just over ten million FaceBook friends!
When I pressed her for details, the following additional contrasts arose:
• One reason our FaceBook is updated more often than our website
is that it’s easier to update FaceBook.
• There are many more people, even our own supporters, on
FaceBook at any one time than there are on our website. Of course
there are more potential supporters on FaceBook!
• It’s easier for supporters to share thoughts with us on FaceBook
because of the ease of leaving comments and tagging us in photos.
(FaceBook users are already “trained” in using your FaceBook page;
they may have trouble navigating your web site.)
Taking these observations to actionable recommendations, it makes sense to put some serious effort into “FaceBooking” your nonprofit:
• Build and maintain your organization’s FaceBook page. Add photos,
use the FaceBook involvement widgets like surveys, and
encourage friends to tag you in their posts (friends bring friends).
• Consider FaceBook ads, which let you target to a great degree and which
only cost money when people click on them (and come to your
FaceBook page).
• Create a “welcome” tab for your FaceBook page that new visitors come
to first. It can entice them to “friend” your page and encourage
their involvement.
• Add FaceBook’s widgets to your website, which will update with your
FaceBook activity and encourage web visitors to join your FaceBook crowd.
• Consider adding donation tools to your FaceBook page.
PayPal has some tools, and third-party widgets like Razoo and FundRazr
allow you to use the PayPal interface to set up fundraising pages that your
FaceBookfans can promote on their walls!
The humane society takes a photo of every family as they leave with the animal they’ve adopted, and posts it to FaceBook immediately. Can you think of similar ways to use FaceBook to demonstrate the effectiveness of your organization?
Questions about online social networking? Or, how to improve your results?
Ask Me.
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Rick Christ has been helping nonprofit organizations use the internet for fundraising, communications and advocacy since 2009, and has been a frequent writer on the subject. He delights in your questions and arguments. Please contact him at: RChrist@Amergent.com or at his LinkedIn Page
Although there’s no way that one simple formula could work for everyone, getting great PR is not out of reach, even with a tight budget and no training. We’re talking about basic ways to support a great story. There are ten things you should know, according to Entrepreneur Magazine. Last time we covered #1-5, and today’s post: 6-10.
6. “Follow up on Correspondence”
Once you’ve sent that press release or story pitch, be sure to follow up appropriately and timely. Look at it from their perspective. They have tight deadlines and a bazillion emails. It’s just a fact of life that they can’t read everything right away. So help them out and direct their attention to your submission. Call or email – and give them the boost they may need to pay attention to your great story.
7. “Don’t Carpet-Bomb Reporters”
In other words, the shotgun approach doesn’t work. Instead of sending your message to dozens of reporters (editors, bloggers), choose the 5-6 that are most influential and most likely to be interested in your niche. Chances are that you will be better able to follow up with these few – and make an impact.
8. “Keep Your Promises”
If you make claims, such as “revolutionary new…”, “breaking news …”, “exclusive story…” – it’s vitally important that you deliver as promised. If you’re capturing their interest with puffery, you’ll lose their trust (and likely never regain it). So be real. One time-tested motto: “Under-promise and over-deliver”.
9. “Stress Relationship-Building”
It’s important to establish the same type of healthy relationship with your press contacts as you establish with your coworkers. Think long term. If a story you pitch doesn’t make it, ask what they DO want. If a story they run about you has some inaccuracies, stay calm and don’t make it a ‘lose’ for them. Don’t burn bridges.
10. “Establish a Winning Track Record”
You are the representative of your company. If your press contacts like you, they will probably also like your company. Be considerate, and professional in all your dealings with them – always. They’re under pressure, so your kindness WILL make a difference.
Tell us about a great local story you read recently. Why was it so interesting?
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
It is assumed that once we have delivered the information to our students and trainees that they are ready to put them to use. Are students and trainees learning what we want them to and applying that learning when they should? The answer is a resounding, “No!”
I was astounded a few years ago when I taught at the United States Air Force Academy at a seminar on learning that students and trainees don’t really apply the information we convey–no matter how important or life saving it is–for about two years hence. That’s how long experts say it takes for the information to sink in.
I thought it was an interesting fact at the time, but as a trainer and a professor of students in an intense environment now where performance is everything I find I am more concerned. Call it a maturity issue on my part earlier, if you will, but at the time I was more concerned that some instructors at the Academy and other fine institutions thought the study seemed to exclude them.
Quite the contrary, it was exactly the institutions that have a rigid framework found not only in a training environment, but in exclusive private schools, fundamentally religious-based institutions, or any institution or environment that prides itself on imparting values and character. That includes all the service academies, Ivy league and other prestigious institutions, regardless of academic prowess. That is not to say these insitutions do not offer a fantastic, even superior learning experiences. The question is not really academic, but behavioral.
Somehow the less prestigious, less rigid, less fundamental schools did not see the same significance in the study. Their students, in fact, were more practically bent and ready to work. Who could know? But let’s learn from it.
Of course, there are always exceptions, and it may be more important in one field where knowledge is more important than practical application. However, when flying jets split-second decisions must be made on practical application of what is learned and lives are at stake. That’s different. Not all practical application comes to that, but when a company needs someone to apply practical application on its behalf it’s important; it is certainly better than having someone sitting at a desk for two years until it dawns on them what is expected of them–or not. It does not work either.
I don’t have the details of the exact study and I apologize for that, but I can assure it was quite valid and backed up by evidence. It was a long time ago and I don’t think things have changed that much. We certainly aren’t seeing the results in rising productivity levels.
Granted, this is a blog–not an expose of teaching and higher education, but the information is worth pondering about for a solution. Maybe that is reason enough to incorporate practical application and real life scenarios into our training and learning environments. We do that now. Are we doing it enough? Do we monitor education and training throughout the first two years of a job? Not often. It cost too much. Internships help. Especially with a wise interpreter to take student to be the employee the company wants them to be.
Of course, an easier solution would be to wait two years to hire anyone from the those kinds of institutions. I can hear the groans from here. I’m not serious. We can’t do that.
This study, surprisingly enough, did not say this was the case with institutions of lesser prestige, or those that seemed more practically based–filling the education and training void for the immediate workplace. That kind of institution does attract a different kind of student–one looking to change his or her life for the better. a practical view of education and training. On the downside, it is their very background that makes them less productive or dedicated students; however, those that do well seemed to succeed at work. And, education for education sake has its place; I won’t deny it.
Ask yourself why that experience might be different for the students or trainees. We know that it is a maturity issue and can assume a relative carefree attitude of student life can contribute to not having the foresight needed for future success. All students have issues, rich or poor, so we can eliminate that factor; however, focus directed in the right direction matters. Priorities, too. I’m not suggesting students shouldn’t have priorities elsewhere besides leading toward success, but those will be the ones first in line. It’s not a perfect theory.
Yes sir, that education or that training is the ticket. All of my USAF academy students would be engineers and most pilots–some flying fighters and some going into the space program–and a few going on to graduate school to be scientists, lawyers and doctors. They are guaranteed jobs. That senior year is a little lax to say the least.
I was one of the working students all through my undergraduate education at a less than prestigious institution; however, the Air Force paid my way for most of my graduate work. I was paid a salary and the service paid for books and tuition. I found myself, for the first time in my life without survival issues while going to school.
I was essentially in the same situation as students who can pick their schools, have enough money to socialize and enjoy the campus environment, and the result: my grades were better before when I worked full time, lost sleep and social playtime. Perhaps, for me it was a matter of my focus. For others, having that opportunity meant a relief from the stress of having to worry about survival, and the result entirely different. My point is that it makes a difference always, and it is behavioral in nature. The human factor.
However, my concern and yours should be those that are just graduating and going directly into a job. At the time I was teaching at the Academy some students were put on hold in the Reserves, giving them time to process what they learned and apply. Is it critical in today’s society? Probably in some cases, but I suspect the numbers are so small, they are chalked up to training accidents, misfits, personal issues, or some other reason for failure to use what they learned in school.
Understand that I am not singling out the the U.S. Air Force or any other service school, or any other Ivy league or well-known private school. Any service school, and prestigious private and/or any Ivy league school practically guarantee placement through name alone and alums willing to sponsor. That, of course, is part of the appeal. Not to mention the fact having staff and personnel from those schools makes a company look good.
What can we do as trainers and developers? We start doing our job from the hiring process. Maybe even a little before, if we can insinuate our presence into the schools to let them know how a transition to work will take place. Gone should be the quick and dirty introduction, and you start next week. Or, “Here’s your guide,” another employee with time on his hands. Or, “It’s all online, you’ll get it.” Or, as happened to me once, “Here’s your Bible (not a religious reference), your how-to-do the job. Show me what you can do.”
We can’t not care because we can let go those who don’t perform. We stand the risk of losing some potentially valuable employees because they can’t help where they come from. Interns should learn from the best we have. If there ever is a time for working mentors–mentors that lead and teach as we need them to; the time is now. They say you learn best by teaching. Why not bring new employees into training to train others? It’s a wild perspective, I know. But we learn best when we train others what is expected. That interaction can’t be bad.
Well, I guess I awoke on that side of the bed today as I contemplate getting into hybrid teaching–a new job myself and my learning was a long time ago. Fortunately, I have applied that learning since, and consider I am always learning. Some of it will be new. The technology and technique didn’t exist then. That will be new. Exciting, I hope. My goal will be to teach the practical. How to use what we learn and why it is important. Hopefully, I will succeed.
For now, let’s blog about learning and its immediate practical application, talk about it, live it as part of how we train. It may be the Cave Man in me again, looking toward simple changes in the way we operate. I follow the trends of technology as much as the next guy but I think about the non-technical side of us all the time–the people we train and teach. Technology is a tool–a good tool. Paper is a tool. Humans are not.
Enough for now. 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. I don’t have all the answers, but I try to put them in different terms like everyone else. Hopefully, my ideas are worth thinking about, jog your memory, make you think of something else we can do to do our jobs better. By all means, feel free to disagree and let me know about it. Offer yourself as guest blogger. I don’t have the lock on ideas. My website is still there where more ideas await the curious–waiting for you. Happy training.
Winning teams aren’t created by accident. Rather, the team leaders or manager functions like a coach who recognizes special talents in people and gets them to work together toward a common goal.
The following three steps will help you build a winning team and set it in the right direction.
1. Select the right team members. You may be called upon to assemble a team of players from different departments to take on a special assignment. Or, you have to pick from your own staff those who should work together on a particular project. Too often, leaders merely assess a project’s demands and select people on technical qualifications. But that approach can fail if the personalities and specific talents don’t mesh.
For example, some people can take a project and run it with little guidance. Others need every detail spelled out. Make sure you have a mixture of necessary skill sets to get the job done. Teams succeed when leaders give as much thought to team relationships as to the tasks that need to be performed.
2. Get the team off to a good start. The first thing you do is to clarify the big picture and goals. Explain the team’s purpose and how it fits in with the company’s or department’s goals. Team members will then become more motivated and empowered to get involved.
Then explain the “who does what when.” When a team is formed, people often are confused about their particular roles and responsibilities. Get the team immediately involved in setting specific short-term goals. This helps members quickly move from the ‘me’ to the ‘we’ stage of effective teamwork.
3. Maintain involvement and productivity. The next step is to determine a set of ground rules of how they will operate together. Team members need to define effective team behaviors. For example, they need to discuss how they will handle conflict, how they will make decisions, how they will deal with certain kinds of problems, like lateness, absenteeism, etc.
Management Success Tip
Look out for these danger signs: Team members don’t take responsibility for their actions or they break into subgroups instead of sharing work or they miss deadlines and lose interest in the work. Have regular scheduled “let’s see how we’re doing” meetings to address issues, conflicts, and uncertainties. Also provide team building and team work skills training.
For many, meetings are viewed as a dreaded evil to be avoided at all costs: far too little gets accomplished, much of the discussion is unfocused and unproductive, and a lot of time is wasted.
If you lead important group meetings, you know how difficult it can be to get a group engaged right from the beginning, to keep them focused and on track, to deal with difficult personalities and dysfunctional behavior, to build consensus when people disagree, and to ensure that full commitment is gained for follow through. Facilitators use facilitated sessions as a tool for addressing these issues.
A facilitated session is…
a highly structure meeting in which the facilitator guides the participants through
a series of predefined steps to arrive at a result that is created, understood and accepted by all participants.
The role of the facilitator is to…
use interactions and techniques that engage the hearts, minds and souls of the participants in the work.
At their best, facilitators are able to help participants excel as a team in focusing on the issues, building a common vision and committing to the actions that will bring that vision into reality!
When SHOULD You Use A Facilitator?
Critical Results. If the results of the meeting are critical to the success of the enterprise, and there will be a variety of views in the room, consider using a facilitator.
Strong Opinions. If there are many strong opinions in the room and consensus is required, consider using a facilitator.
No Good Answers. If the situation is such that there are no apparent good answers and new, creative solutions are called for, consider using a facilitator.
You are Vested. If you, the meeting leader, are strongly vested in a particular position, but want to be open to other possible alternatives, consider using a facilitator.
Team Ownership Required. If the team – not just one or two people – needs to feel ownership of the solution, consider using a facilitator.
Neutral Party Needed. If the discussion is best guided by a neutral party to engender trust or participation, consider using a facilitator.
Lack of Expertise. If there is a lack of experience or expertise in managing a group through the work process (e.g., strategic planning), consider using a facilitator.
Undefined Approach. If the product of the meeting or the work process needed to create the product is unclear or ill-defined, consider using a facilitator.
If you have to consider two or more of these items, definitely: USE A FACILITATOR!
When Should a Facilitator NOT Be Used?
It’s also important to understand the circumstances when it doesn’t make sense to engage a facilitator. You do not need a facilitator when:
the decision has already been made.
decision makers are not open to alternatives other than their own.
the meeting is information only and requires no engagement of the group.
the group is very small.
there is a commonality of opinion on how to proceed.
Meetings are expensive. When you have the right facilitator with the corresponding skill set you tremendously enhance the quality of your meeting deliverables and make them much more cost-effective.
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For more resources, see the Library topic Facilitation.
__________________________
Michael Wilkinson is the CEO and Managing Director of Leadership Strategies, Inc., “The Facilitation Company” and author of Amazon best-seller “The Secrets of Facilitation”, “The Secrets to Masterful Meetings”, and the brand new “The Executive Guide to Facilitating Strategy.” Leadership Strategies is a global leader in facilitation services, providing companies with dynamic professional facilitators who lead executive teams and task forces in areas like strategic planning, issue resolution, process improvement and others. They are also a leading provider of facilitation training in the United States.
Developing strategy takes time and resources. It requires the time and commitment of some of the most highly paid and highly experienced people in your organization. So, if your team isn’t willing to invest what is needed, I recommend that you don’t do it. Poor planning is often worse than no planning at all.
So, why do you need a strategy? Why take time for planning? There are many reasons. But the Drivers Model focuses on five in particular.
1) To set direction and priorities:
First and foremost, you need a strategy because it sets the direction and establishes priorities for your organization. It defines your organization’s view of success and prioritizes the activities that will make this view your reality. The strategy will help your people know what they should be working on, and what they should be working on first.
Without a clearly defined and articulated strategy, you may very well find that your priority initiatives—the ones that will drive the highest successare being given secondary treatment.
2) To get everyone on the same page:
If you find that you have departments working to achieve different aims, or going in different directions, you need a strategy.
Once you define your strategic direction, you can get operations, sales, marketing, administration, manufacturing, and all other departments moving together to achieve the organization’s goals.
3) To simplify decision-making:
If your leadership team has trouble saying no to new ideas or potential initiatives, you need a strategy. Why? Your strategy will have already prioritized the activities necessary for success. Priorities make it easier to say no to distracting initiatives.
4) To drive alignment:
Many organizations have hard-working people putting their best efforts into areas that have little to no effect on strategic success. They’re essentially majoring in the minors—because their activities aren’t aligned with the priorities. Your strategy serves as the vehicle for answering the question, “How can we better align all our resources to maximize our strategic success?”
5) To communicate the message:
Many leaders walk around with a virtual strategy locked in their heads—they know where their organization needs to be and the key activities that will get it there. Unfortunately, the strategy isn’t down on paper and hasn’t been communicated thoroughly. As a result, few people are acting on it.
When your staff, suppliers, and even customers know where you’re going, you allow even greater opportunities for people to help you maximize your success in getting there.
Once you recognize the need to plan, you now have the role of becoming the catalyst: for facilitating the buy-in and commitment of your leadership team and the rest of your organization.
I’ve found that very few executives truly understand how to maximize their role in facilitating strategy. This chapter is focused on you, the leader of the organization, and on the vital role you play in facilitating strategy throughout your organization. Let’s get started.
__________________________
Michael Wilkinson is the CEO and Managing Director of Leadership Strategies, Inc., “The Facilitation Company” and author of Amazon best-seller “The Secrets of Facilitation”, “The Secrets to Masterful Meetings”, and the brand new “The Executive Guide to Facilitating Strategy.” Leadership Strategies is a global leader in facilitation services, providing companies with dynamic professional facilitators who lead executive teams and task forces in areas like strategic planning, issue resolution, process improvement and others. They are also a leading provider of facilitation training in the United States.
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