Learning HOW to Learn How to Swim

As the weather gets warmer, it’s more and more common to see people learning to swim.  This can be a great experience for some, and a traumatic one for others – for a number of reasons, but the one we’ll explore is learning style.

Learning to Swim

Whether you’re the one teaching or the one learning, you’ll find that there’s no one way for learning to happen.   You could…

  • Throw the baby in the pool and see what happens.
  • Sit on the deck and watch other people swim.
  • Shave your entire body and buy webbed gloves before getting in the water.
  • Position yourself next to someone else and copy their movements as you go along.

You could do any number of things, really.  There is no “right” or “wrong” way, and each of these methods has the potential for a successful outcome, especially if it fits with your individual learning style.

In the Learning Styles Questionnaire (LSQ), authors Peter Honey and Alan Mumford acknowledge learning as a cycle – the output of which is the possession of new knowledge or the ability to perform a new skill.  The cycle looks like this:

Learning Cycle

The question then, is where to start?  The answer is not the same for everyone – that’s where learning style comes in.  Different people have natural preferences for different behaviors, which correspond to phases of the learning cycle, and determine how they will learn most effectively.

The LSQ learning style assessment identifies these behaviors in individuals and ties them back to the learning cycle, allowing participants to develop and awareness of their natural strengths and weaknesses and plan for a more balanced approach to learning.

  • Do you have a preference for Experiencing?

You’re an “Activist” and the baby-throwing method would probably work well for you.  You value action more highly than analysis, and “learn by doing.”

  • Do you have a preference for Reviewing?

You’re a “Reflector.”  You want to gather data and analyze it as thoroughly as possible before coming to a decision.  You might want to observe other swimmers and wait until you’ve had time to consider every possibility before jumping in.

  • Do you have a preference for Concluding?

You’re a “Theorist” – you have all the facts you need and you know what’s what.  You’re not afraid to make a decision, and you may have already purchased those gloves I mentioned before getting this far into the post.

  • Do you have a preference for Planning?

You’re a “Pragmatist” and there’s a duck right behind you.  And another duck right behind him – and you’re all headed in the same direction.  You trust your plan and follow through.  You’re confident about getting in the water and moving forward (even if you have to keep an eye on the guy next to you).

Learning styles QuestionnaireKnowing your learning style – and understanding that you may learn differently than those around you – can help you with a lot more than swimming.   Once you’ve completed the Learning Styles Questionnaire, you’ll be on your way to improved communication, team membership, project management, and decision making.  A complete soft-skills training program with self-assessment, interpretation, and action planning, the LSQ is a precursor to better learning and better performance across the board.

Quick!  Before you learn anything else, give the Learning Styles Questionnaire a try!

It’s going to be summer time. School’s out forever.

LearningAnd honestly, that’s pretty awesome.  Once we let go of the constructs that frame positive change, we see that it is possible – and happening – everywhere.  Learning is happening everywhere, all the time.

Learning is great – it makes you strong and self-sufficient.  It makes you able to travel through social spaces, figure out what’s right and wrong, and help those in need around you.  To make learning possible and accessible to others is one of the most valuable things you can do for them.

As a trainer, you are always looking for the most efficient ways to deliver that value.  You need:

  • A renewable resource – something that functions as a part of your organization – something that’s always there to support and enrich your organization’s culture.
  • A tool (not a prescription) – something that provides all the content you need, while giving you the freedom to tailor that content to your organization’s brand, values, and goals – something that lets you be the trainer.
  • A catalyst – something that reminds your participants that improvement is always possible – something that develops a critical society within your organization to incite a desire for positive change.

The Reproducible Training Library is all that, and more.  A comprehensive library of customizable soft-skills training resources, the RTL is your source for research-based content that will improve performance in your organization.

The RTL isn’t about seduction or prescription – it’s about proven models for positive change.  Participants will apply effective behaviors to their current work, and experience the benefits of behavioral research as they grow and excel.

The RTL is a collection of 75 programs, addressing all aspects of work like and how best to approach the challenges of organization membership.  Each program is complete and training-ready from the moment you make your one-time, license-free purchase.

Reproducible Training Library

What makes the RTL truly unique is its plasticity.  All programs in the library are delivered to you as native files in Microsoft Word and PowerPoint format.  You’ll be able to apply your organization’s brand to the materials, add your own examples and talking-points, and provide a take-away that’s exactly what you want your participants to hold onto.

Whether you’re training an audience of one or one hundred, the Reproducible Training Library is the most efficient way to make learning happen – because you don’t need school to learn – all you really need is a library.

And if that don’t suit ya, that’s a drag.

ASTD Goes Platinum

A post from HRDQ President, Brad Glaser

A post from HRDQ President, Brad Glaser

Years before the majority of today’s training professionals were in grade school, 15 men from the petroleum industry gathered for the first meeting of the American Society of Training Directors. It was the beginning of the ASTD we know today. It was 1943 — a time when the world was in the midst of World War II. A time when training was emerging as a formal organizational function, corporate strategy, and necessity of a highly skilled workforce.

ASTD 2013

From chalkboards and whiteboards to smart boards, e-learning, and virtual classrooms, the face of training has experienced an amazing transformation since that first meeting 70 years ago. And ASTD has been a guiding influence every step of the way. Now the world’s largest association dedicated to the training and development field, ASTD represents every industry — and every sector — across 122 U.S. chapters, 100 countries, and 39,000 members. While its name has since changed to the American Society of Training & Development, its mission remains largely the same: to empower professionals to develop knowledge and skills successfully. ASTD’s goal is to raise the standards of the training profession and it accomplishes that through its publications, forums, education, research, resources, and conferences.

I attended my first ASTD conference when I joined HRDQ fresh out of college. I’ve been there nearly every year since, and I’ll attend the 2013 International Conference & Exposition next week when training professionals from around the world come together in Dallas, Texas. Frankly, there isn’t a better way to catch the latest trends, meet face-to-face with training colleagues, hear from industry leaders — and simply be inspired. Be sure to visit HRDQ in Booth #1053. We look forward to seeing you!

How has ASTD influenced your career? Post a comment and tell us.

HRDQ @ ASTD 2010

HRDQ @ ASTD 2010

Free Webinar! How to Build Emotional Intelligence for Individuals and Teams: The Top 7 Skills

FREE WEBINAR
Hosted by HRDQ
Presented by Marcia Hughes and James Bradford Terrell
Wednesday, May 15, 2013
2:00pm – 3:00pm eastern time

If your organization’s teams are lacking direction, control, or the desire to achieve, underdeveloped emotional intelligence could be the cause. A prerequisite for success, research shows that emotional intelligence is a key driver in team and interpersonal dynamics.

Join presenters Marcia Hughes and James Terrell for an informative free webinar that will help trainers, consultants, team leaders, and OD professionals navigate the road of emotional and social intelligence. They’ll explore the seven emotional competencies and discuss how each relates to team performance. Marcia and James will also present the Collaborative Growth Model, a practical framework that maps the route to emotional and social effectiveness at individual and team levels.

James Bradford Terrell and Marcia Hughes are co-authors of Team Emotional & Social Intelligence, which offers a unique set of tools for determining and developing a team’s emotional effectiveness in seven dimensions that are a prerequisite for high performance.

What You Will Learn

  • The biggest challenge to productive teamwork
  • How to identify and develop the seven core behaviors of emotional effectiveness
  • Techniques to spark candid team conversations about what does or doesn’t work
  • How to use emotional intelligence skills to integrate individual goals into team goals
  • Creating buy-in with team members

Who Should Attend

  • Trainers
  • Consultants
  • Team Leaders
  • Team Members
  • OD professionals

About the Presenters

The president of Collaborative Growth, LLC, Marcia Hughes serves as a strategic communications partner for teams and their leaders. She presents her expertise in emotional intelligence through her consulting, keynote sessions, and program facilitation. She is co-author of the Team Emotional & Social Intelligence, which includes the TESI® Short, A Coach’s Guide to Emotional Intelligence, The Emotionally Intelligent Team, and Emotional Intelligence in Action as well as the Team Emotional & Social Intelligence Survey™ (TESI®). Marcia is also the author of Life’s 2% Solution. She is a certified trainer in the Bar-On EQ-i ® and EQ 360® and provides train-the-trainer facilitation and coaching in powerful EQ delivery.

As the Vice President of Collaborative Growth, LLC, James Bradford Terrell applies his expertise in interpersonal communication to help a variety of public and private sector clients anticipate change and respond to it resiliently. He is co-author of the Team Emotional & Social Intelligence Facilitator Guide Package, which includes the TESI® Short, A Coach’s Guide to Emotional Intelligence, The Emotionally Intelligent Team, and Emotional Intelligence in Action. James also coaches leaders, teams in transition, and senior management using the Bar-On EQi®, EQ 360®, and other assessments. Terrell is co-creator of the Team Emotional and Social Intelligence Survey™ (TESI®), and he provides train-the-trainer workshops on how to develop the insightful interpretation and application of EQ results.

Register Here!

Bridging the Leadership Divide

The last thing leadership relationships should do is stand in the way of productivity.

At HRDQ, we often make the assertion that leadership is pretty straightforward – it’s a specific set of skills that can be learned by anyone. (And we’re right.)  But that doesn’t mean that every leader behaves the same way, or is regarded in the same way.

Bridging the Leadership DivideAnd when differing behaviors are perceived by others, they may come across as “incorrect” or non-beneficial.  They may be dismissed altogether.  Often, these differing behaviors are displayed by leaders of different generations – forming a rift in leadership teams.

With this in mind, it’s important to find ways of capitalizing on legacy strengths from incumbent leaders and new potential from emerging leaders without compromising one for the sake of the other.

It is possible to have the best of both worlds – it just takes effort from both sides.

Bridging the Leadership Divide is a self-assessment and soft-skills training program that addresses generational differences in leadership style to improve leadership practices within an organization.  It offers two models for addressing leadership skills in a multi-generational workplace.

Bridging the Leadership DivideOne model is about change (and transformation).  Improvement doesn’t happen without change, and this model shows leaders how to make positive changes in themselves, between individuals, and as members of an organization.  Transformation needs to occur within and between individuals to create new leaders – individuals need to “become” leaders and they need to establish leadership relationships with others.  This three-part model helps leaders choose a stance (a set of behaviors to practice) and reach across the divide (acknowledge and accept the leadership of others).

The second model illustrates six patterns of problem behavior between incumbent and emerging leaders and offers an approach to managing each.  With these problem patterns highlighted, leaders of any generation are able to recognize them in action, and replace them with productive behaviors – improving relationships between leaders and making strides in the overall quality of leadership in their organization.

Using one or both of the models presented by Bridging the Leadership Divide to create awareness of leadership behavior through experiential learning will place your leaders on level, common ground, and start them off on the best foot for leading – no matter how long they’ve been doing it.  You’ll improve performance, relationships, and culture in your organization while helping each individual participant better their work-life.

Get started with Bridging the Leadership Divide today!

Free Webinar: Building High-Performance Leadership Relationships Across Generations

FREE WEBINAR
Hosted by HRDQ
Presented by Ron Carrucci and Josh Epperson
Wednesday, March 20, 2013
2:00pm – 3:00pm eastern time

Now more than ever, organizations are struggling with generational differences in the workplace. Transferring years of experience and knowledge from incumbent leaders to senior managers to the generation climbing the ranks is no easy challenge under normal circumstances. And when issues surrounding communication preferences, assumptions about authority, power, control, and lifestyle are present, that process is made all the more difficult. So what’s the best way for organizations to bridge the gap, so to speak?

Join subject matter experts Ron Carucci and Josh Epperson for an informative webinar that discusses the leadership issues persisting in today’s multi-generational organizations. Not only will you gain valuable insight and a new way of thinking, you’ll also learn a number of action-oriented techniques you can use to enable your leaders to work together harmoniously and create a positive impact on performance.

Ron Carrucci and Josh Epperson are co-authors of Bridging the Leadership Divide – a workshop that helps leaders of multiple generations to remove the inherent barriers to productive relationships between incumbent and emerging leaders.

What You Will Learn

  • Six patterns of cross-generational leadership relationships
  • The inherent (and sometimes assumed) challenges between incumbent and emerging leaders – The war of Legacy and Potential
  • Effective approaches for handling cross-generational leadership issues
  • The strengths, challenges, and outcomes of a real-world example of cross-generational relationship

Who Should Attend

  • Supervisors
  • Managers
  • Leaders
  • Human resources professionals
  • OD professionals
  • …and if you’re fortunate enough to participate with one of your cross-generational leaders even better!

About the Presenters

Ron Carrucci is a seasoned consultant with more than 25 years of experience in strategy formulation, global organization design, organizational change, and executive leadership development. He is a former faculty member at Fordham University Graduate School and he served as an adjunct at the Center for Creative Leadership. He is the author and co-author of several books, including Leadership Divided, What Emerging Leaders Need and What you Might be Missing, and Bridging the Leadership DivideHis clients include CitiBank, Corning Inc, Bristol-Myers Squibb, Amgen, Deutsche Bank, ConAgra, Price Waterhouse Coopers, Johnson & Johnson, and ADP.

A consultant who specializes in large-scale organization and culture change, organization architecture, and leadership development, Josh Epperson is the co-author of Bridging the Leadership Divide, and Future in-Formation: Choosing a Generative Organizational Life. He earned a Master of Science degree in Organizational Development at Pepperdine University’s Graziadio School of Business and Management. Josh also holds a Master’s degree in Counseling Psychology from Mars Hill Graduate School. Some of his clients include Cadbury Schweppes, The Hershey Company, Microsoft, McDonalds, Starbucks Coffee Company, and the CIA.

Register Here!

I used to think the sum of one and one was two…

There’s a reason we work in teams.  We’re not that lonely, we don’t really need to make others feel included, and we’re not not-good-enough on our own.  But we can be better.  When individuals face a common problem (or opportunity!), they can produce results that reflect the combined strengths of everyone involved.  Broadening not just the potential for production, but the set of benefactors of success.  More goodness from more people for more people – synergy.

But, if you’re working as a team, and the results you’re coming up with are not better than could be achieved by your single most capable team member, something is broken.  You’re not achieving synergy.

Synergy?

There are many reasons why this may not be happening for your team – but the result of all teamwork comes first from team decision making.  If there are problems with your decision-making process, your implementation will suffer.  Every decision has consequences – choosing to embark down the wrong path can effect each decision that follows, and setbacks can amass exponentially.

In training, it’s important to acknowledge that group decision making can be much more difficult than individual decision making – especially when the decision at hand needs to be made under pressure.  Circumstances that require high-pressure decision making are times of uncertainty, in which people tend to reach for the familiar.  They may rely on comfortable ideas and not consider all available possibilities.  They may be too eager to agree with other group members to preserve relationships, rather than fully sharing their own perspective – unintentionally denying the group their own individual expertise.

Black BearKeeping your group decision-making process at its best is no easy task, especially if there is no opportunity to objectively assess the solution while it’s in progress.  Simulations can provide a non-threatening environment for experiential learning and decision-making assessment.

HRDQ’s Black Bear (part of the Team Adventure Series) highlights a variety of soft skills required by teams, and focuses on consensus decision making under pressure.  Providing a detailed and exciting scenario, Black Bear transports participants into a life-or-death situation in which their individual and group decision-making skills are put to the test.  Specific to teams working under pressure, Black Bear sets out a model for consensus decision making that touches on all aspects of teamwork and improves results and relationships for participants.

Help your team add up to more with Black Bear!

I Am Going To Train You To Be Accountable – NOT!

Linda GalindoBy Linda Galindo, author of The Accountability Experience, first posted on her blog 12/14/12

Imagine yourself sitting with your leadership group as an Executive Retreat on the topic of Accountaility is about to start. In your mind it’s going to be some type of training. Are you bored, excited, nervous, ready to engage?

The speaker is introduced and begins with a question: “How many of you would experience a much better work life if the people that worked for you had a higher level of personal accountability?” Every hand in the meeting room goes up.

Why? Why would everyone around you demonstrating a higher level of personal accountability make your work life better? What benefits could possibly ensue if tomorrow you walk into your organization filled with employees who have upped their level of personal accountability?

If you cannot specifically answer this question as the CEO, COO, CAO, CIO, or C-whatever, don’t bother with accountability training in your organization.  WHY?! Everyone usually “senses” the better results in work culture that would emerge but only a rare and exceptional leader will brave the mirror being turned on her or him to ensure personal accountability starts at the top.  The shock and horror of learning that “I am remarkably unaccountable for a person of my status, when all this time I thought I was very accountable” is more than the run of the mill “leader” can take. They prefer spending resources to train everyone else to be accountable completely clueless that without demonstrating personal accountability themselves, they are on a fools errand.

There is no doubt in my mind (and experience) that accountability education is the foundation for long and sustainable success if leaders are willing to face the downsides that come with upping personal accountability. Yes, downsides.

Just as you can imagine all the great stuff that comes with people being more personally accountable, you must understand how dramatically your life will change as a leader when personal accountability really takes hold en masse among employees.

It’s similar to the out of control feeling as the roller coaster car crests then…DROPS. That fantastic, giddy, fun, scary RUSH!!  You know you will be fine (with that tiny doubt the whole thing could go off the rails).  Some won’t even get on the ride, positive they will never master their fear, or the urge to barf.

For those of us engaged in connecting personal accountability with desired results through educating and facilitating, not training, success is guaranteed. It’s a giddy, scary, wild ride. Accountability “training” is safe. If it’s the outcomes leadership can name that an organization is after, start with where you are using the Accountability Assessment and then educate and facilitate.  Be the personal accountability train to avoid getting run over by accountability training.

The Accountability ExperienceStart here: The 85% Solution, then here The Accountability Experience, and download the free recorded webinar Accountability Now! From Top to Bottom and you’ll find out how your organization can successfully instill and apply the mindset of personal accountability in the workplace!

Free Webinar: Leading Across Differences

FREE WEBINAR
Hosted by HRDQ
Presented by Kelly Hannum
Wednesday, January 23, 2013
2:00pm – 3:00pm eastern time

Despite the growing opportunities created by our interconnected world, the dynamics of diverse social identity groups present an interesting challenge for organizations. Now more than ever, today’s leaders must be able to lead people of different nationalities, religions, races, and gender to work together effectively. But how can leaders develop the skills they need to master these tough situations—especially when the conflicts and misunderstandings are complex and emotionally charged?

Kelly Hannum, a senior faculty member at the Center for Creative Leadership, will lead an hour-long webinar that will provide practical and relevant information about how to lead across social identity differences. She’ll discuss how diverse group dynamics affect organizations, reveal five common triggers of conflict, and introduce a framework leaders can use to gain better understanding and take appropriate action.

Kelly Hannum is co-author of Leading Across Differences – a training package that offers new ways of thinking about leadership challenges, providing participants with a framework and process for better understanding their context and taking appropriate action.

What You Will Learn

  • A framework for addressing social identity differences
  • The common triggers of social identity conflict
  • Who should take action—and what actions to take
  • Leadership practices for situations where multiple identity groups are present

Who Should Attend

  • Human resources professionals and consultants
  • Diversity trainers and facilitators
  • Change and OD strategists
  • Managers and executives
  • Leadership development trainers

About the Presenters

Kelly M. Hannum is a senior faculty member at the Center for Creative Leadership and a visiting faculty member at Catholic University’s IESEG School of Management in Lille, France. She holds a PhD in educational research, measurement, and evaluation from the University of North Carolina at Greensboro. Dr. Hannum is the recipient of multiple awards, including the prestigious Marcia Guttentag Award from the American Evaluation Association. She has been on the Advisory Board of the Leadership Learning Community since 2007, and she has been invited to speak at numerous conferences across North America, Europe, Asia, Africa, and the Middle East. The National Aeronautics and Space Administration and the World Bank are among Dr. Hannum’s clients.

Register Here!

Free Webinar! The Bottomline on ROI: How to measure the results of your training

FREE WEBINAR
Hosted by HRDQ
Presented by Patti Phillips
Wednesday, December 19th, 2012
11:00am – 12:00pm (eastern time)

In today’s cost-conscious business world, executives are asking to see the relationship between training and results. Because without a return on investment (ROI), management buy-in and training budgets are in jeopardy. And that has training professionals everywhere scrambling to prove the value and impact their initiatives bring to the organization.

If the thought of ROI measurement has your head spinning, this webinar will help you to make sense of it all. You’ll learn what ROI is—what it is not—and how you can move forward to implement it in your organization. Presented by world-renowned expert Dr. Patti Phillips, she’ll introduce you to the ROI Methodology and show you how to connect your programs, processes, and projects to results in a clear, precise, and logical way that will satisfy even the most demanding C-suite executives.

Patti Phillips is the author of The Bottomline on ROI – a book that makes sense of the ROI Methodology and shows how to connect programs, processes, and projects to results in a clear, precise, and logical way.

What You Will Learn

  • Five levels of evaluation that serve as the foundation of the ROI Methodology
  • Six types of results that represent the chain of impact
  • Ten steps of the ROI Methodology process model
  • Twelve guiding principles that support the ROI Methodology

Who Should Attend

  • Human resources professionals and consultants
  • Training and development managers and directors
  • OD professionals
  • Managers and executives
  • Training consultants

About the Presenter

A recognized expert in measurement and evaluation, Dr. Patti Phillips is president & CEO of the ROI Institute. She serves as faculty for the UN System Staff College, a Professor of Practice for The University of Southern Mississippi’s Ph.D. in Human Capital Development program, and a Principal Research Fellow at The Conference Board. Patti is an award-winning author or editor of numerous books and articles, including The Bottomline on ROI 2nd edition, Ten-Steps to Successful Business Alignment, Measuring ROI in Learning and Development: Global Case Studies, and Measuring the Success of Coaching. Dr. Phillips’ clients include Fortune 500 companies, federal and state government agencies, and non-governmental organizations.

Register Here!