There is a right way and a wrong way to do, and even people butting in to tell us how to do it. Social media idea has evolved in a very short time into opportunities for marketing rather than for us to leisurely sift through those who are definitely kindred spirits, colleagues in the field and related fields and others who search for knowledge.
I like marketing best when it is practically invisible or at least done with tongue and cheek; we have to do some. What I don’t like is when it has become a doorbell for target marketing. We aren’t necessarily talking about collaborating in the near future.
My positions on many aspects of what we do are clear in my blog, but I have also said I am open. If I were the smart marketing person, the last thing I would do is approach me about is taking something from a sales perspective rather than a people/trainer perspective, but it could be done. LinkedIn used to be a good place to have discussions but it has evolved the same way, a place to market rather than discuss and share. GovLoop seems to still be in the sharing mode, but government can be restricting in limiting how and who deals with contractors. And, Face Book? If you aren’t willing to sell to friends and grandma, you aren’t a salesperson. Not really a friend either.
My advice. Come in as a friend and offer assistance. And, mean it. If you don’t; don’t join the network. Old-fashioned networking was no different. You don’t set up a table and start talking about your products. You may mention them or stir up interest. When the customer is ready, he’ll come to you. Now you have someone ready to listen to you and discuss with options with you.
I’ll end this with a bit of marketing on my part; I’ve got a couple of books I think you might enjoy. But here’s the thing, I make no claims it will change your life or make you rich–only ideas you might make use of. Here are the links to The Cave Man Guide to Training and Development and my new novel, In Makr’s Shadow, where the world is run by an evolving artificial intelligence. You guessed it! Some humans want their world back. Here’s a clue. Most haven’t an idea about how to fight for anything they want since they had their way so long.
I decided to mull this over this morning. If you’ve been to this site before you can certainly find both. I believe I tend more toward commentary.
“How-to” is easier to come by and you don’t have to really know anything about training just where to find a piece where someone else tells you how they do it. Essentially, we have gone from a testimonial (which may be best practice) and taken the real meaning out of it and made something someone thinks there is an easy way to do a job. This isn’t the proverbial rocket science; nor is it, “anything you can do I can do better.”
I have written articles containing the words “how-to” simply to draw in an audience I would like to change. I see nothing wrong with “how-to”s if they offer a certain amount of latitude, and offer options beyond the words on he page. Sometimes that’s the problem with the blog system: authors anxious to put something out don’t realize the importance.
I see nothing wrong with “how-to”s if they offer a certain amount of latitude, and offer options beyond the words on the page.
Don’t waste our time. I’m not a know-it-all when it comes to training, but I do know training from being in the trenches and being in the management pool. I am also a psychologist and devout people observer.
I never claim to have all the answers but offer considerations–even other ideas I may not agree with at the moment. It is a changing world, a changing workforce.
One thing I have noticed is that the marketplace seems focused on groups rather than the whole. Maybe it is the mark of getting older that I see a lot of pandering and assumptions made to a younger audience with toys and anxious to place the toys instead of trainer. Question is always: does it do the job better because the trainer is now out of the picture. Ouch!
Workers are getting older, those that still have jobs are suspicious by anything brought in by the young that doesn’t seem well thought out. So, how much is just disregarded. Hence: the “how-to,” but it’s start.
Every “how-to” should be balanced with “where do we go from here.” What next? So, mayby that’s the next step, but I have a feeling it’s going to be the gadgets–so much fun and “gee whiz.”
So, here’s my advice and commentary:
Use the “how-to” as a starting point, keeping in mind that your company may have distinctions, but think hard before you modify. You could have missed something.
Note the source of the “how-to” to give you some idea of credibility.
Again, don’t let this be the only the thing you read on the subject. Look at what other companies are doing; the subject matter doesn’t even have to be related to yours to have good ideas you can use, and lastly, while we are on the internet,
read the commentary for what it’s worth.
Make sure you can tell the difference from grousing and sharing of ideas.
I’m keeping it brief and saying just enough I hope. Commentary versus how-to. It doesn’t really matter. What does matter is the way we use the material. Sorry I’ve been away for awhile, and I’m sure you kept busy without me. I still managed to publish my futuristic novel, In Makr’s Shadow, this trip. You can purchase it rather inexpensively on Smashbooks as well as any other major e-book outlet a little later. It’s about a time when we don’t think we are smart enough to keep from destroying our own world, and leave it all up to artificial intelligence. Don’t forget my back-to-the-base, The Cave Man Guide to Training and Development. You can find the books in the same place for a pittance. Meanwhile there is my own website to tell you what I do and links to all I write, including dramatic criticism.
Carter, of Authenticity Consulting, LLC, has helped organizations across the nation to design Action Learning programs.
Typically Mentioned Outcomes from Action Learning
The peer-based Action Learning process is known worldwide as a straightforward, yet powerful approach to personal, professional and organization development. Standard outcomes frequently mentioned from the process include skills in listening, consulting, facilitation, reflection, inquiry, problem solving and organization development. Particular outcomes from the process depend on the design of the Action Learning program and members’ selection of projects to work on in their sets.
I have learned over the years that trainers and employers also highly value Action Learning to enhance “one-shot” training sessions. Few other development are as effective in forming local learning communities to deepen and enrich training from these “one-shot” sessions. This article provides guidelines to design and facilitate these local learning communities to complement courses, workshops and seminars.
Increasing Use of Training and Development
Organizations invest in training like never before. There are numerous reasons for this increased priority on training. Recent advances in telecommunications have opened markets for businesses across the world. Key to success is effective recruiting and training of workers, particularly in the areas of marketing, sales and service. Technologies have become more important, yet more complex to understand and operate. One can hardly imagine a role in an organization where employees do not need to understand how to use a computer or have strong skills in customer service. Increased diversity and public consciousness have combined to cause an explosion of rules and regulations under which businesses must operate. Businesses must ensure that employees understand and work according to these rules and regulations.
Market research indicates that today’s adults strongly prefer lifelong learning in the form of workshops and seminars. There is an explosion of training centers geared to provide courses, seminars and workshops on topics ranging from basket-weaving to chaos theory.
Training Conducted as Ineffective “One-Shot” Sessions
Too often, employers, trainers and learners resort to “one-shot”, quick-fix training sessions. These are usually half- or full-day sessions in which an expert conveys information and materials needed to develop certain skills. While these sessions can be effective in conveying “programmed” information, they are not likely to actually develop skills in learners. Development of skills requires ongoing effective application of new information. One-shot training sessions hardly afford the time and ongoing guidance for effective skill development.
One-shot training sessions are difficult to evaluate as well. Trainers are constrained to hand out “reactionnaires” at the end of sessions. While this form of evaluation may be useful to gather learners’ reactions to the sessions, they are invalid means to assess and judge how well learners have mastered application of materials from the sessions.
Breakthroughs in Training Formats Are Slow to Come
Despite these problems with one-shot trainings, they remain the hallmark of development. Businesses leaders often prefer quick-fix workshops and seminars for busy employees. One-shot training sessions are far easier for trainers to schedule and carry out.
Businesses and trainers look in the wrong places to fix the problem with one-shot training sessions. They fine tune design of training materials. They provide more books and binders. They exhort learners to apply training materials after the sessions are over. They remind learners that there is no knowledge without practice. Still, learners books and binders collect dust on their shelves.
Breakthroughs are slow to come also because, too often, we assume developments are powerful only if they seem complex, novel or out of the mouths of our latest gurus. We believe the more expensive the model or training program, the more powerful it must be (this is the fallacy of “executive-level pricing”).
Perhaps the answer to increased effectiveness in training and development is not to be found in producing yet more models or holding more sessions? Perhaps the answer is much closer – and easier to apply – than we think.
Benefits of Action Learning to Enrich Training
There are many benefits to using the Action Learning process to form local learning communities to enrich “one-shot” trainings. For example:
Communities are straightforward to integrate with training sessions and are easy to organize.
In groups, members hold each other accountable to actually apply new materials from training sessions.
Members share learning and other result from the sessions.
Members support each other to take risks and learn.
Communities are inexpensive to implement. Trainers can charge a nominal fee to members to recover costs of time and materials, or members can facilitate their own groups.
Learners develop a network of peers who they can call for support and feedback.
Guidelines to Design Action Learning to Enrich “One-Shot” Trainings
Over the years, I’ve learned the following guidelines to optimize the Action Learning process in order to deepen and enrich learning from one-shot training sessions.
All set members should be interested in learning the same topic or skill.
Consider providing the sets on a voluntary basis, that is, learners can join the sets if they choose. Obviously, this arrangement cannot be provided if membership is required to earn a course grade or other form of verification of learning. If the sets are not voluntary, be clear that they are mandatory.
The number of meetings and location of meetings might be determined by the trainer. However, the sets should meet at least six times.
Avoid having the sets scheduled at the end of a long day of lecturing, if possible. Consider starting the day with a short lecture, then a set meeting, then a lunch break, then a short lecture and then a set session.
As means of verification of learning from the set (e.g., for grading purposes), consider naturalistic and unfolding means of verification, for example, learning journals, reflective essays and portfolios.
I stay away from learning contracts. It’s not unusual to find that learners can gain a great deal from a set without ever having achieved the outcomes they promised in their contracts. Instead, I use Letters of Participation. These follow my belief that if members participate wholeheartedly in their set, then their necessary outcomes will follow.
I have rarely found it worth the while to assess each learner’s learning style and design sets accordingly. If each member participates wholeheartedly in their set, they will certainly accomplish at least that 20% of effort that generates 80% of learning for the learner.
Ensure that materials and information from the course, seminar, workshop, etc., are integrated with the set process, for example, have the seminar trainer mention the set and how members might use their time slots relative to the materials and information in the seminar. Ensure that the trainer knows about the sets and their use in the overall training program.
Provide clear guidelines about what learners are to do in their sets as compared to what they are to do in their courses, seminars, workshops, etc. As to what members specifically do in their sets, read the next section.
Conduct the standard opening and check-in for the set meeting. Have each member very briefly describe what they plan to work on in the meeting, how they are feeling today, etc. Then go into each member’s time slot.
Design the meeting so each member gets at least 15 minutes for their time slot. (Although this time might seem small, learners often report that they learn the most while helping other members and during reflection between meetings.)
During their time slots, each presenter should address the following questions:
a) What were the top two to four learnings for them from the current training session?
b) How they will apply this new learning before the next set meeting?
c) What will that application look like? What would someone else see if they watched the learning applying the new learning?
d) Do they need any help from fellow set members before the next set meeting, and if so, what kind of help?
At the end of each session, each member:
a) Verbally rates (out loud) the quality of the meeting from 1-5 with 1 representing a poor meeting,
b) Explains why they gave the rating that they did, and
c) What they could have done in the meeting to help the meeting get a higher rating.
Summary
I have used Action Learning to enrich one-shot trainings for well over a decade now. This application of Action Learning has fast become one of my major consulting services. I firmly believe that the biggest obstacle to the use of local learning communities around one-shot training is the limited mindset of the trainer. I encourage readers to experiment with their own designs and share their learnings with us, as well.
I remember a song now, “A Must to Avoid.” Ever know people or businesses like that? Just another variation of what you get with bad customer service.
Funny isn’t it? It’s also part of song–but probably wasn’t the real place when the song was written, although it could have been. It’s real now.
For Department of Motor Vehicles (DMV) matters many drivers I know do their best to avoid this particular branch. I remember a song now, “A Must to Avoid.”
Ever know people or businesses like that? Just another variation of what you get with bad customer service. No praise when the customer gets what they need, but more negatives than ten times over by those who didn’t get the treatment they felt they deserved. With numbers like that I still find it hard to believe, a little valuable training on such an important subject doesn’t get the attention it deserves. So here’s another true customer service story.
Cherry Hill is a real township in South Jersey. Nothing real cheery about this place, but I have had great cheese steaks there.
In my mind I see it one other way: it owns the title of “cherry” in the way we refer to novices–in this case. Customer service, especially the DMV, here that handles things like registration, plates, and handicapped tags when needed. In my nine years of living here, I have never found it the best or even okay customer service.
In my nine years of living here, I have never found its DMV the best or even okay for customer service
I challenge anyone to fix this place up for humans to use and receive good information with high customer service standards and I will write your story here, naming you obviously one of the best trainers I have ever seen. Word does get around, doesn’t it? On both counts. But we know that. So what to do about it.
No where on the documentation or the website does it explain the person must be present when issued. In fact, you can actually do this by mail.
In this case, there was a request for a temporary handicapped hang tag; I have cancer and the constant radiation and chemo makes me extremely tired so it is necessary to cut back until the strength comes. But you never know when because, it comes on so suddenly. There is more to life than treatment (day-after-day) of radiation and weekly chemo is encouraged, but the doctors want you engaged in a small way, and doing the occasional errands. Hence, the request for a handicapped placard.
All a person has to do is fill out the form and have the doctor sign it. In my case, my wife brought it in, which made perfect sense. But that’s not enough. My wife went on her own so I wouldn’t be exhausted; no where on the documentation or the website does it explain the person must be present when issued. In fact, you can actually do this by mail.
My wife argued the point, got absolutely nowhere and came back to get me. Fortunately I had some rest. Although exhausted and in bed, I had to get up and my wife had to come back to get me, further proof, I was what the doctors’ certified I was. A mere phone call to me or even the doctors office might have been enough. I doubt anyone in the DMV office would have been fired over that and we’d have a happier ending all around.
Training seems to consist of only one person at a time knowing what is going on with one person no matter how important an issue it seems. No multitasking inside the building. Inefficient call centers and customer service use inexperienced people and scripts so they quote policy and next steps correctly, but as most support managers know that is only a small part of the job; apparently the other part of his job is leaving early without telling someone else the problem he or she couldn’t solve. Really tired complainers don’t come back–just the persistent ones.
One customer service member offered help as long as we could tell the same story without getting emotional or any attention since now all she had to do was rubber stamp.
The problem solved, and handicapped individual was brought into office. How they know for sure–I don’t know. Since she seemed to know, we were going along, and as we did raise our voice to make sure she knew we were here all day, she bravely called “Security” and handed it off to someone else with the courage enough to handle a cancer–ridden individual and his teary-eyed wife.
Good Customer Service
Any professional will tell you chewing gum approaching a customer is not professional.
The customer gets more than one chance to get the words out before being embarrassed by customer serve.
Point for customer or customer service, I’m not sure. But I bet the object of customer service is not happy.
I’m sure customer service looks tough in the eyes of her colleagues–for now. I would have fired her for the gum–especially because she would be well aware that my policy includes that and that people come first, policy we know by heart (but we know why it may have come about–agree with it, like or not, it doesn’t matter).
If you refer me to the Governor or anyone else, give a contact address or number and assure me I have the right to contact him, but also tell me it is the State House that creates and passes laws like this, and you have people in Department of Transportation who recommend these changes. I think you get my meaning.
I’m just a customer who writes about training and customer service, and it seems from my being a customer as often as I can these days I was motivated to write this particular blog.
In complaining about customer service, Americans often refer to the DMV, the Post Office (no complaint there yet), or Airport Security (wrote a two-parter there a while back). Thought it was time to bring it back up. Customer service is an often neglected place, and it’s where the newbies go in the lesser programs. The smartest programs rotate exceptionally experienced or well-trained people.
The Federal government has a big training department and I managed a training guide on customer service, but we didn’t get much in the way of requests. I suspect the topic wasn’t considered very important, but especially today we should be working harder than ever to help each of us.
We are each other’s customers. The question we also asked that left us frustrated was “why do you not mention this on your website and form, but require it as part of the process,” and explain that.
I remember being asked by a U. S. Senator’s office what I thought the thinking was of the of a committee who wrote the question it did when it was submitted as a Bill.
You’d think the writers would know, but apparently the Senator didn’t know where to begin and was trying to find out. Since it really wasn’t my place to talk with the Senator directly I asked the Senator if I could call her staff and if we could solve that problem together. She agreed. The Senator was still my customer. And, I hers. And yours.
So many people want to ask why, when it doesn’t seem right or fair. Take my wife who works in Policy, she asks that question a lot, because she knows others will. This answer might have helped or someone might have asked the “what if” that made another policy that made good sense to all. Rubber stamp.
Is this a good case for training, or what? Don’t call me; call them. This is a freebie referral.
Banking customer service start off on the phone with a dirge of automatic services to frustrate you long enough to want to hang up and start all over again, this time with a live person asking the same questions.
No, it’s not a Fairy Tale. It’s more like a rave about bad customer service, why they don’t give good customer service, and naturally, why we should, which gets us to the training part of this. I guess I should feel lucky to not live in a third-world county, but I think I’d get a straight answer there.
Ever notice, aside from Fast Food Joints (except Chik-Fila), the worst customer service folks seem to work for doctors, those very people who should be caring about how we are when we walk in the door, stupidly or not, thinking this is a place to get immediate medical help. Do it by phone, it’s even worse. If it’s an emergency call, 911. Really?
My emergency has a to do with a question that has to do with your “doctor” speciality. Granted some specialists are great. Those that deal with Cancer victims, “we jump for them” but still make them fill out the forms and aren’t terribly concerned (unless they ask) if they are able, so weak and trembling the daily treatment we are giving them, but hey, we do remember their names seeing them every day. Nice touch but not enough.
It seems the lower on the specialty scale the customers can even degrade to rudeness and then when the following Monday someone from the actual office calls you back and chews you out for giving the step-in who did call you for not giving the right number. You were told once before or it might be in multitudes of handouts after the multitudes of legal forms you filled out to make sure you will pay your bill even if insurance won’t. Business chewing client out. If I die because I didn’t, I’m sure there is a paper for that.
Besides banks, it appears doctor’s offices rank right up there with the only business who insurance companies can insist on you working with, depending on how much money you have. You want the best, pay for it. Bet they have good customer service.
Banking customer service start off on the phone with a dirge of automatic services to frustrate you long enough to want to hang up and start all over again, this time with a live person asking the same questions. My wife and I found unwarranted charges.
We spent nothing on the 5th of Whatever; my wife was getting Cancer Treatment all day. We never buy these product lines that showed on our statement. Clearly, not just flag raisers but flag wavers. Some one should have called us before our checking and Debit account was totally wiped out.
Meanwhile it is up to us to use the no-so-friendly tools listed on their so-so friendly website to find help and assurance this won’t happen again. You see if we had been smart and spent a lot of time looking at every inch of their website it wouldn’t have happened in the first place. Of course, we don’t know any banks or financial institutions that needed bailing out. Now I need bailing out.
My other credit cards should hold out long enough to make co-pays, but not the three kids in school, mortgage, gas, etc. Who cares.
Me: 1, Gov 0.
Training should be part of the bail-out program. Insurance should pay for customer service training. After all, they make life and death decisions for all of us. Customer Service Training should be an easy one; and the trainers should have lots of customers.
Some people were much in hate with machines then–except the owners and inventors.
There was a time when we stopped looking at machines as making our lives’ easier and started looking at the jobs they were replacing–and, indeed, they began replacing jobs. Some people were much in hate with machines then–except the owners and inventors.
My apologies to those of you who develop training apps and sell the same. Your apps have commercial purposes tied to the trainer and the company, and of course, may be very useful now. As trainers, a duty to do the best job you can to train staff and other employees in the company.
My questions are:
What we are doing, and
How long do we keep doing it over time.
Many writers extrapolate to see a future world. Don’t be offended but try to see the possibilities. Maybe we can stop bad news before it happens.
Today is different, however, the previous still happens. Machines do make lives’ easier and some machines do replace men or women. Lately there is a lot of commerce made from machines that can help train a man or woman better than a trainer, and in a manner in which they do it best. Some of us techies are just more comfortable with apps.
Where does it stop? When a machine can’t train a man to think? Nope, already done. Simulators can help a man practice making the correct the right decisions, in the immediacy in which it needs to be made.
Let’s back up a minute. What about games? You’re getting it. Smart Phones. Learning tools. Those learning tools that help us take control of the training. Of our training. Ultimately it tells who, what and when it is smart to talk. Now, I’m worried. When does man and woman stop controlling the machine and letting the machine control their every move. We have science fiction…or fact.
I wrote a novel about when we, Man and Woman, are so frustrated with the current world of politics that we created a machine to make those difficult decisions on our behalf. It the database was all the science, literature, history and art we would ever need.
Scientists glimpsed a doomed planet. Ineffective population controls spelled disaster for the entire world. Billions died in famines. Hundreds of millions died from air and water pollution. Still more millions died from criminal violence in their own overcrowded neighborhoods. Surprisingly global warming and rupturing the ozone layer in the earth’s atmosphere never created the disasters that scientists had been predicting for the last century. For once, politicians were willing to listen to the scientists.
Even though democratic governments were willing to give up governing themselves in order to feed the people, it was too little commitment, too late. With the world in chaos, it was up to the technically superior United AmerEuro States to take charge of the devastated planet. For the world to survive, it needed tough laws and other controls of astonishing magnitude for now there wasn’t much room for error when managing limited resources and fragile ecosystems. Efficient management was needed. More than what was humanly possible. There was simply no time for creative politics. Humans by themselves could only fail.
So much for politics and science. For those of us engaged in commerce, we made best use of machines, too, selecting perfect clients and using the perfect software to train the company.
Not much work to do now. Might as well stay home. Go on wonderful fantasy vacations; no need for real ones with the hassles of traveling and dangers of the real world.
We forgot sometime and somewhere to keep talking. Soon the computer put us in touch in our own company with the perfect person to talk to, or told us itself. We trusted it, didn’t we. We assumed it was always right. We forgot differences.
Now, any time we wanted to talk with someone socially, we had to be cleared. The computer checked our files in case we were a “danger” to the company when paired with this individual. The computer was doing the job we gave him…it. It felt like a “him.”
Then came the splintering of society… Some people thought machines shouldn’t be the ones telling us anything. They even refused the use of the “smart” machines, while others thought, “Hey it makes my life easy, what harm is there.” Or, “We can co-exist.” Or, “Take the best of both worlds.” Besides, it’s efficient for government, science, and people. We truly ruled the world. We discovered we are gods–each of us. However, the machines are smarter in every way. Maybe, we should worship them, and some do.
Wow, some heady stuff.
What happens when what is good for the machines is not necessarily good for us? What happens when a machine is worthless–worn-out? We throw it out or take the time to recycle. What about a person? No longer efficient? More efficient to train or eliminate?
Scary stuff now. I haven’t touched on artificial intelligence! A machine that thinks for itself. Where does program stop (therefore control) and self-machine control begin? So my novel begins.
There are ideas and adventure from the Cave Man, and few from the author of IN MAKR’S SHADOW or SHADOW WARRIORS, working title. Tell me which title or others you think might better get your attention. My website is still the same with more information and ideas than I can keep straight sometimes. The Cave Man Guide To Training and Development is still a people-oriented treatise on our world of training and development from the people we expect to do the work.
Believe it or not there is a positive side to this, but be careful what you wish for.
Believe it or not there is a positive side to this, but be careful what you wish for.
As they should, all employees should receive supervisory, management and leadership training–if only to know their functions. Often the training is job related or of a more general nature. The training helped this young man know the differences and decide his own fate. This article represents a positive view from a person in government who received such training and received a promotion for being exemplary but the move didn’t work. My side of the tale is a little more cautionary as you might expect–my being older and wiser. Just kidding.
Here’s the tale: A colleague of mine on Gov Loop wrote an interesting blog about demoting about himself to get what he truly wanted–when his promotion didn’t “agree” with him, Demoting Yourself–It Can Be a Good Thing. On his actions, I so glad it worked out well for him. My first thought! What good managers you have! On second thought: this doesn’t always turn out this well for everyone. He did the homework:
It takes up most of your life so don’t waste that valuable time unless it’s on something you love.
Know yourself (you work ethic, your work style, what makes you tick)
You’ve got to be happy with what you’re doing…if you’re not happy with what you do, it will be drain on both you and everyone else around you…or those that you manage. That’s worse then trying to stick it out.
Be honest with your managers. That might be hard for some to do, but the job of a manager is to help their people excel. If your manager is truly a good manager, they’ll find a way to do that.
Admit when you’re wrong. I’ve never backed down from a professional challenge. I did this time around. Admitting that wasn’t easy to do, but it was necessary.
Admitting you were wrong is =! fail (for you non-coders, =! means “not equal to”).”
I may not be supervising as Leader (big “L”) anymore, but I’m in a much better position to further excel at what I’m good at doing and STILL be a “leader.” In the end that’s good for me, my career, my life, and my organization.”
My trained colleague knew what needed to happen, advised management and it supported him. That is great! That’s the way management and true leadership should work. Leaders do that. I agree with another colleague in the group who said: “The fact that you were so well supported in this wise, but uncommon move by your managers is a testment to their integrity and training for their roles!”
However, there are some cautions to those employees who may not be as respected by their managers–who may be told, “Gee, after all the work I did to get you promoted,” or may be told, “if you don’t like the change, stay where you are until another slot is available,” and you can’t always go as you expect it to. Some employers will support you all the way and even give you positive accolades on your evaluation. For some employees whose employers haven’t been honest with them…
Problem: there is no guarantee. I’m not saying it’s a bad idea; I think it’s great to do what you are best at and what you love.
Not all bosses are great! They just get to stick to the top of the pack for some reason.
For everyone: be careful. Not all bosses are great! They just get to stick to the top of the pack for some reason. Make sure you are the “shining star” the boss tells you at review time. You are admitting your strengths and weaknesses and that is where some employers will take advantage of those weakness admissions and highlight them rather than your frankness, which shows character and leadership potential of a different kind. Some bosses tell everyone they are practically perfect. Some go a step further. I had one supervisor who made any of her staff feel (when he or she were sitting with her on a one-on-one) each member was her best employee–that each was a special confidant. Once the employee realizes it, she or he doesn’t know who or what to believe. Of course, this doesn’t create a trustful employee to employer situation (unlike your situation) and is a good morale breaker.
There is the supervisor, manager, or boss who tells you one thing in confidence, asks your opinion and then relays that to everyone you work with. This has nothing really to do with this article but it does place emphasis on the idea that you may not really know someone well, despite the meetings you have had. Be sure you do.
So, it doesn’t always work. It is also a way when an employer has to admit to making a mistake promoting you and can blame you in the end for being a disappointment in the job, or, what you wish for most–the informal “leadership” role may disappear when you go back to the ranks–thanks to a myriad of behind the scenes work to prove you shouldn’t have had the job in the first place. Most good employees do perform an informal leadership role and those shouldn’t be squandered, but they are sometimes for some else’s personal agenda.
Being a manager does require different skills and there are different types of managers so be careful not to leap at a promotion opportunity as many pointed out in my colleagues original blog, and I agree. Make sure it is what you want; the extra money, if there is any, may not be worth the headache and career move later to something more to your liking.
Getting the leadership, management, supervisory training is a good way to see if this is the life for you. It can also help you decide and help you navigate the system as professionally as possible.
Make sure it is what you want; the extra money, if there is any, may not be worth the headache and career move later to something more to your liking.
To read more on this topic, especially my side, I wrote a couple of related articles you may be interested in reading: “Finding the Way Out of a Coffin That’s Nailed Shut (without removing one nail”) and its sister article, The Way Out of a Coffin That is Nailed Shut. Just so you see stories like these can have unhappy endings. Be careful and make sure you are in an environment that isn’t dysfunctional in these kinds of things. It takes up most of your life so don’t waste that valuable time unless it’s on something you love.
I’m sure there is more on the subject from you and I want to hear it. Feel free to be heard. SPAM I delete, but comments, even disagreeing ones offer a different perspective and I’m all for that. My website is always available for your thoughts and perusal as well. You’ll find I try to be a communicator because I think it is most important and all my life I have been the guy who says what he thinks. Under the category, What I Say, you find links to my other articles and blogs on different subjects.
My book, The Cave Man Guide to Training and Development, takes a look at the first person to train: the caveman and cave women. I called my book the “Cave” “Man” book for a couple of reasons. 1. I don’t live in a real cave, and 2. The “Cave” is where we work today. Check it out! I warn you, it may seem a little odd as I set the stage, but later chapters tie the basics together in ways you’ll appreciate. It’s not a How-To Book (they only give you the basics and there are plenty of those on the web, but The Cave Man Guide can get you thinking in the right direction for the most effective training for your company. It’s an E-Book for any level of training. You can read it on the train into work and not feel you are working at all–or call it continuous learning. At least, that was my goal.
I thank my favorite Western University psychology professor, Dr. Willis McCann. Mental Health, I think the name of the course was, for helping me with this seeming huge problem they have to try to save the world. While we would like to, we can’t but we are already equipped with the “computer” that can do it, and it’s always on. You may have an inclination where I am going from here, but if read on you may be a little surprised.
Many non-psychology students took classes just because this professor emeritus was rather famous; he may have been a little senile by then. He used animal subjects to talk about human behavior in abnormal psychology, but it worked, kept us interested, got theories across. He was a fun professor who just made sense in this crazy world of the early 70s, and this Mental Health course was about not letting everyday life’s stresses (and you can include work if you like) get to us. He always used to joke with us that we couldn’t really “get a grip” or “get a hold of ourselves” like everyone would suggest, we could not work things out but sometimes the solutions just did that all by themselves which meant we, in a sense did all of the above.
I come from a social psychology background as well, and my mentor, Dr. Willis H. McCann, the chairman of my university’s psychology department then, had been a pioneer in a unique style of group therapy (1941), and was the first psychologist as opposed to psychiatrist to run a state mental institution and that was early on, had a philosophy of doing what works (for attaining good mental health). At that time, we had a about a ten percent rate of success helping those with mental illness; so in some ways he had to be already thinking out of the box way before it became a necessary cliché. He was equipped in other ways to help him from outside the box. He also had a Juris Doctor and Doctor of Divinity. Apply what we know outside our career; most us aren’t doing what we studied to do. Outside is the new Inside.
To Dr. Willis McCann problem-solving was cogitating–simple cogitating, allowing ideas sit and roll around in your brain. He didn’t care how you got there or which method you used. He compared problem-solving to praying, meditating, cogitating, sleeping on it–all ways that work in solving problems. He never held one higher than the other; it was the function that mattered. It was the 70s so maybe we were more excepting. He was one of those great broadly-thinking men who never made you feel he had all the answers; however, he did see many connections.
Praying, meditation or just sleeping on a subject does the same thing; it allows an idea to roll around in your mind without expectations, without manipulation until a subconscious answer comes to mind. Think about any problem-solving course of training that uses one of these methods. They all allow for a concentration on a verbal or nonverbal, auditory or inaudible statement of thoughts.
Doing what works and practicing it, so the experts say, will improve problem-solving. There are a lot of games we can play in the boardroom, but let’s not forget we can, if we relax our mind we find an easier way to problem-solving, whatever our age, our status in the firm, in our life.
I couldn’t sleep last night because I was “cogitating” and awake. More to come later, but this struck me this morning as a reminder that sometimes the hardest thing we do can be made easier by the letting go and let out brains to the work, while we stop trying so hard.
The simple reminders are often left short. In fact some of these ideas have probably appeared before because we know the Cave Man likes the simple. And sometimes the not too simple ideas of life’s enormous complexity leave us thinking too.
I received a call from a gentlemen that said his company might be interested in hiring me to teach doctors to act, since I also am a performance critic. No, we really don’t want to teach doctors to act; we want to teach them what actors gain from their audience and give them what they need–the truth, but in a way they will take it home and understand it–whatever the message.
Acting is not pretending; I hope I have established that in my many other blogs. What my gentleman caller really wanted was to help doctors give bad news, talk to patients in ways that can give them hope. Doctors, nurses and all medical people may come from different perspectives completely, one scientific and much more personal, but that’s another blog to be sure. That one I’m cogitating about right now; I can help, and that’s exciting.
I also have a website which goes into more detail since I do write on other related subjects like communication and theatre and work performance. Yes, “theatre,” I actually have a column and do reviews. And, please before the coupon expires from Smashwords, get a copy of The Cave Man Guide to Training and Development–A truly different look at training. I sent you to the site with the coupon.
As I sit here I realize I have never explained why I purposely use two words to describe the “Cave Man,” that’s me. Other outfits use it to describe the client. I don’t know about you, but I don’t live in a cave so I’m not a caveman. I do live in an historic home that feels like a cave, but I talk about the “Cave” and what it did so “Cave” is really short for “company, corporation, government agency, nonprofit corporation or service organization.” In short, everyone and where they work.
The doctors were straightforward and honest to answer fully whatever question I asked.
I was approached recently to train medical staff how to give patients and family members bad news. I asked why this consortium of trainers thought I was a good choice for this. The answer: because I was an actor. I knew how to be someone else. Did I leave my body and my feelings behind? I probably would have accepted the training job under other circumstances, but I was under several doctors’ care for a serious matter myself coincidentally at the same time, and how those doctors related to me mattered.
In these types of cases, it’s not a matter of action or inaction. It’s not a matter of saying the right words, nor is it a matter of say words a certain way–like acting… Uh-oh. When training acting takes the place of empathy and more…saying something important or serious the politically correct way isn’t always best. There are serious times when it is imperative to understand the definition of acting is not pretending, not being someone else. It’s more than that.
Acting is about truth, honor, trust and integrity. What it is not about is “faking it” or “pretending;” that does no one any good. From an actor’s perspective, doing those things rarely end up in acting accolades; those that make acting about reality and true feelings do get the accolades, and they get them for honesty of portrayal.
So what has this to do with “empathy?” Empathy is truth–the way we like to hear it. Hear any bad news lately. I have, and I know some others who have. The doctors were straightforward and honest to answer fully whatever question I asked. But what about those questions, I was afraid to ask? You see I appreciate honesty; it get’s it over, but then I am left with burning questions that I’m afraid to ask, which may do more harm than good, and cause more pain in the long run.
The doctors need to see the questions I’m concerned about but not asking. Don’t worry, it’s not a mind reading trick, but a matter of perspective. Knowing your audience. Reading your audience. Look up from the clipboard. Another thing to learn besides acting.
I’m not sure if what I thought was right for me at the time was the right way to go; these doctors have the experience of other patients who may have wanted the same “truth” I did, but they would have to dig a little to find the alternative that was right for me. It’s not always what I want, nor is it what your patient wants. It’s what they need for treatment to be best affected.
A genuinely concerned and passionate doctor and an trainer to help achieve those aims, it is possible to achieve miracles.
We know treatment depends on mental state and the ability to tell our bodies to help even more. What if we can. A genuinely concerned and passionate doctor and an trainer to help achieve those aims, it is possible to achieve miracles.
But we have to be careful: trainers and clients alike.
Training is all the rage these days as the economy inches forward. I have always been a bit unusual in that I strike from a different place with the Cave Man. In an odd way, he is my muse. Inasmuch as I love theatre for various reasons to numerous to go through now, I still think it is essential in a job that conveys, not only information, but other traits that come from ourselves.
I am the guy who thinks “acting” is one way to help people get through to others, and believe it or not, in a most genuine fashion. There are different ways to teach “acting” and different definitions in the layman world, which I have argued. Also, acting has been, for the first time in its history, a sort of buzz word for helping others say the right things at the right time. Imagine, actors being politically correct.
Out of work actors can teach acting to non-actors. Be careful you don’t just get an actor, but someone who knows about real life and psychology. Perhaps there should be a certificate out there at least. I still think acting can be the trainer’s tool. It has it’s places, but it can’t be just about teaching acting or teaching others to act. Although it can be entertaining.
I say it myself and I mean it that it is a great way to find you. I still believe in know your audience, know your subject and know yourself.
This may be such a good thing if you can envision a bunch of insincere people giving you bad news. Think of the worst situation that may occur and a doctor is able to deliver that information with aplomb; he or she makes you feel good despite the bad. I came upon a class of Teaching Lawyers to Act and decided with the help of a colleague who actually sold the idea to to some lawyers and was able to give themselves help in talking with a jury, delivering depositions, negotiating contracts. Her methods are different than some of mine; I still think as a team we’d be terrific, but we’ve had trouble coordinating schedules, etc.
Helping people communicate better, however we do, is a good thing, and these groups that can do it are helping those who can’t for the most part. Nothing is better than saying the truth and saying it with caring. Actors are generally pretty good at portraying that, and believing it. Of sometimes they put on what is expected of them, but if they are good at their trade they are able to reach the actor within–the one that counts.
Theatre can be about games that loosen up the inner you–finding the client’s real you; however, there are different ways to do that. And that depends on the client and personalities of others involved. When I say, audience comes first, I mean it. The people who come into contact with you, who depend on you, are not there to be sold by you. They want the real you.
My way of working with non-actors is different. I don’t want them to change who they are and pretend to be someone else–even for a minute. I don’t want them to act. I work with them in such a way as the best of who they are to come out. We let them be who they are with honesty thrown in, and it works pretty well. Remember, the true cowboy never takes off his hat. Who really cares if he’s wearing the politically correct business suit if he makes you believe in him, in his company and his mission, which is you.
Along with empathy, let’s consider character, personality and we can help professionals achieve more than they dreamed, saying to a patient or a client, not only what they need to hear, but hear it in a way that sets them on the right track.
Knowing your subject is always best. Don’t try to fake it either, and remember, honesty in checking facts and getting more of the right information goes a long way toward credibility. As for yourself, discover what makes you passionate. You wouldn’t be where you are if you weren’t that person–and if you are, think about another approach. Convey that passion to others and they will see you for what you are: a caring and compassionate individual.
All that reality is there, along with the positive character traits. You will share your reality with them, and by doing so, will be genuine and real, and their personality with come through as well. They will deal with you as a person, and you will appreciate the honesty and care that is given. It still is all about communication done well. Let’s get it done right as well.
A short blog burning inside. I received a phone call that made me think about training doctors to act or training acting to doctors. As always that sets me to writing. Along with empathy, let’s consider character, personality and we can help professionals achieve more than they dreamed, saying to a patient or a client, not only what they need to hear, but hear it in a way that sets them on the right mental track that cures them or helps them accept the news they didn’t want to hear at all.
Well, that’s my post to help put trainers who wish to do this sort of training on the right track or consider again if it isn’t you. It’s too important to screw up. People’s lives may be at stake.
Unusual also for me to write a blog on a Saturday, but I like to catch ’em while their hot on my mind. Just my usual disclaimer that these ideas are my own, seldom half baked but always in need of your comments and additions either on my website or here. The Cave Man Guide to Training and Development is out, and I am planning a couple more in the series. My novel, Harry’s Reality, is out and available wherever digital books are sold and is also available all downloads through Smashwords. It’s about what happens when we stop talking to each other on our own and let the machines tell us who we should talk to and what’s best for us. Not a totally cheery idea, although the novel is full of action and thought-provoking ideas.
One last thought just in case you wondering. I’m still happy to train actors, but I have become fascinated with the fact that others who don’t act need us, too. Happy Training.
I recently wrote a blog, rather unlike my usual blogs in that I told the true story of fellow worker; in this case he had no way out of his current negative job except unwanted retirement or quitting, or death.
It was called simply, Finding the Way Out of a Coffin That is Nailed Shut, a bit of a take-off from one of Tom’s quotes in Tennessee Williams’ THE GLASS MENAGERIE. Tom is placed in a situation with no way out other than abandoning his family and whatever dreams he has. He remarks that he saw a magician get himself out of a coffin “without removing one nail.”
No one will deny that life is filled with such dilemmas and for our purposes here, we’ll focus on the work environment because that is where, believe it or not, life and death situations may happen as well; we may just not be aware of them totally.
The situation:
The employee placed in a situation where he or she thinks “what a wonderful opportunity” to learn something new or another side of the business.
He or she has an employer who likes to hire people just like him or her and sees the job as totally removed from the place the new employee came from even though his or her level is equivalent to those in the same job, different location.
The employer is brash or frank enough to make statements to the employee that he or she will never be able to accomplish the work that is needed because “he (or she) was miss-classified in Central Office and is not the type of person she (or he) hires for work in the Region.
That should be the end of the situation, but it’s not. The employee can’t go anywhere, but he is encouraged to look for work elsewhere and offered support. In the other blog, Phil is the employee so let’s continue with that here. Phil is “advised” by his supervisor to see the Regional administrator and ask if there were any options available in the Region for a change. Naturally a flag goes up that an employee is asking for a job elsewhere because he cannot get along with his new boss, or can’t do the work. That employee now bears watching. And, is no longer, to be in charge of anything. Sometimes that is a good thing; no way to get in trouble.
Discussions were scheduled and occurred without the input of the employee. Managers prerogative. Management decides to offer a lesser job, lesser pay, lesser rank, but one definitely more suited to the employee.
Painful as it is, it is viable option. At least it will be a job his supervisor feels he is competent to handle and is worth the loss of pay and rank, even though he held that rank for six years. But it is worse than that–because then he is asked to sign papers, which pretty much say he asked for it and to admit he was incompetent in the previous job. A nice big scar on his personnel record for trying personally trying to rectify a personnel problem early and did what he was supposed to do according to the book.
You see the supervisor didn’t like the job as described and said over and over again that this employee would not succeed at it either and it would affect everyone up the line. Only the incompetency part was in stone, the rest confidential (but not really). The rumors were out. Everyone wasn’t out to get him, but he was isolated, alienated and maligned. The union would stand in the office when he spoke to his boss, but that would only make matters worse. Anything to make the “boss” look bad, or work harder was bad. Just ask her.
It is obvious to the employee everyone in the office is aware of the situation from the unwillingness to help with work-related situation. Alienation–not persecuted–except by one person who was going to let the system do him in.
So, what to do?
This shouldn’t happen when people are involved; however, work the system needs to make it right. With laws that run our country, judges have enough flexibility to make them appropriate to the situation–not that judges don’t make mistakes. In this case supervisor upon supervisor decided to leave it alone. Let the “troublesome” employee quit or retire; he has the age. Then, hire who you want. The supervisor even had the gall to tell the employee “if you can get me a slot to replace you that I can hire from outside (there was a freeze on at the time) I’ll support any move for you–even an intergovernmental move.” In my last blog, I spoke about the employee’s qualifications that were quite sound and while he rewarded while at the Central Office level, the opposite situation was to be found at the Regional level. It would seem to me, that alone would make a difference to any outsider looking at this. Room for investigation of some sort. No, never happened. Let time and isolation take it’s course.
This is not the way to run a system. The people running the system were blind to the obvious–especially when no one told them the obvious. An employee playing by the rules and doing as instructed with the hope that something will be done to alleviate this problem should be able to rest easy and expect relief. Leaders and managers higher up the chain should take all mentions of unprofessional misconduct or suspicious behavior that marks a leader as working the system for his or her own ends serious.
In this situation, there were many ways out without “saddling a new supervisor” with an incompetent or troublesome employee. One ego was determined it would not happen. Several other egos made sure it didn’t happen on their watch. Better safe than sorry.
Except for Phil who ended up depressed, sick often, and eventually glad his day to retire finally came–even though he wasn’t ready for it financially; he needed it to protect his sanity.
Others could have helped but were worried about their own skins. Here’s where a training counselor or career counselor with some power to do more than tell people what their options are could have come in handy to Phil, who didn’t survive six months after his retirement, and the others involved at work who did. There was a need for many a call especially for a much-needed character lesson or two. It’s a shame; it shouldn’t have happened. It’s not just too bad the system failed him, it’s appalling.
For the younger folks, it may not happen quite the same way. Age discrimination was probably one real factor in Phil’s case, although we know it shouldn’t be. Just as potential employers should know a hatchet job when they hear it. The reality is no one wants it to happen on their watch. That’s the real shame of it all.
People wonder why they are perceived in a negative way, especially when they work for the Federal or State government or for other big organizations that don’t seem to have time for people. This is it. Like customer service. People talk. Some not much, but just enough. Others pick up on it see it as a truth. It may be only part of the story. As people who work with others, it is our job to know the whole story–especially if it affects the organization.
Personally, I don’t want selfish people in my life, work or otherwise. I want caring people, people who will risk for me as I am willing to risk for them. Help me reach my goals and I’ll stand beside you when you need my help achieving yours. Instead of always looking for ways to improve our careers, why not look for ways to preserve them and help others not fall out of the sky hoping for a parachute. Sometimes they aren’t available.
End of lesson. Like teachers who teach people not courses, trainers who train people not skills, supervisors should care about the people they supervise as more than a producer of products. I never have liked the term “managers” because it is too easy to say managers manage programs not people. We should all be leaders, helping others lead and leading ourselves. It almost sounds like a proverb because I’m sure it is in so many words.
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There is a right way and a wrong way to do, and even people butting in to tell us how to do it. Social media idea has evolved in a very short time into opportunities for marketing rather than for us to leisurely sift through those who are definitely kindred spirits, colleagues in the field and related fields and others who search for knowledge.
