Effective Learning

Repeated research has shown, and confirmed, that when people learn by being 'told', they can recall 70% of the information after 3 weeks, but only 10% after 3 months.

When people are 'told' and 'shown' they can recall 72% after 3 weeks and 32% after 3 months.

Training that involves 'telling', 'showing' and 'experiencing' has an 85% recall after 3 weeks and a significantly increased 65% after 3 months.

The results speak for themselves!  When people are actively involved in the learning process their retention, and therefore effectiveness, is significantly greater. Effective adult education and learning includes interaction and participation. This requires a radical shift in how we plan and conduct our training programs. To achieve an effective return on the time and money invested, training within our organizations needs to include telling, showing and experiencing.

Question to Ponder:- How effective, 3 months down the track, is the training your organization is investing in people?

What You Create & What You Allow

'Ultimately leadership is about turning a vision into reality; it's about producing real results in the real world.  And that is only done through people doing what it takes to make it happen'... writes Henry Cloud in Boundaries for Leaders.   A great plan needs people to make it work, and leaders need to be able to invest time and energy into people in order to get results and create thriving teams.

Cloud suggests that 'when leaders lead in ways that people's brains can follow, good results follow as well.'  He states that two essential components of leading people relate to the boundaries of 'what you create' and 'what you allow'.  As leaders we create direction, vision, goals and strategy, which help establish healthy guidelines and clarity for people work within.  People work better when they understand the parameters and focus.

For me personally, the concept of 'what we allow' in relation to leading people has been a helpful and very timely reminder.  It is an obvious concept when it comes to children and parenting.  For example, no we don't allow tantrums when little Johnny doesn't get his own way.  Yet in the workplace we allow negative behavior to take place, that goes against our stated values, without addressing it.  If our organization has a certain culture or negative behavior we don't like, it is because we as leaders have allowed it to develop without dealing with the related issues. 

It is very empowering to be reminded that as a leader we get what we create and allow.  We don't need to allow behavior, or a culture, that is destructive or goes against what is important to us, our team, or our organizations values.

Question to Ponder - What kind of team or organizational culture have you created or allowed?  What needs to be different?

The Imperative Task of Leadership

'Leaders help people to grow into their full God-given potential.  The imperative task of leadership is facilitating the growth of others'... a quote I read recently in Leading Across Cultures by James Pluddemann.

He goes onto say that the most basic task of leaders is to develop people for God's glory, focusing the gifts of others.  Successful leaders enhance the gifts of people by involving them in the work.

While he talks much about the theory of leadership, strategy, vision and cross cultural styles of leadership, he comes back to the core - people and their development.

How easy it is to get caught up in tasks, strategy, meetings, schedules and other important aspects of running an organization, and to overlook what it takes to develop people.  It takes time, resources and intentionality!  It means believing in people, seeing their potential, walking alongside, taking risks and giving others opportunities to grow and develop.

If facilitating the growth of people is the criteria for evaluating the effectiveness of leaders, how well are you and I doing?

Generating Feedback

In coaching we often ask three simple questions to help a person think through an event, project or situation, to generate their own feedback.

What did you do well?

What could you improve on?

How would you do that differently next time?

Asking these three questions, interspersed by "What else?" or "What other thoughts come to mind?" is a powerful way of debriefing a situation and generating feedback.  Our human nature is often quick to see what went wrong and to minimize the many positive things that happened.  It is so helpful to start with the positive and recognize what did go well.

After thinking through what could be improved on, we are in a good position to consider practical steps for doing things differently or better in the future.  By asking these questions and actively listening, you will be surprised by how much important feedback can be generated from within a person.  Feedback doesn't always need to come from others.  And if you are a supervisor or manager, generating feedback from your staff will save you many potentially uncomfortable conversations where you feel the need to give feedback.  Now instead of giving it, you can draw it out!

This week in your home or work, take time to ask a colleague or your teenager these simple but powerful questions.  You will be amazed at how helpful this can be in generating great feedback from within.

Feed Forward!

Feed forward seems less scary and more positive than feedback. The idea of feed forward was introduced to me by Marshall Goldsmith in his book 'What got you here won't get you there'.  I like that it is future looking and practical.

In summary there are 4 simple steps to feed forward:-

1. Pick the behavior you would like to change,
2. Describe this objective in conversation with anyone you meet,
3. Ask that person for two suggestions that might help you achieve positive change in your selected behavior,
4. Listen attentively to their suggestions and reply only with a 'thank you'. (Do not add ' but' or 'however'!)

Feed Forward - Ask for ideas, listen, say thank you!

Maybe your behavior change is to become a better listener.  You may ask, "would you suggest two ideas that I can implement in the future to help me become a better listener?"

Perhaps you would like to become better at leading team meetings.  You might ask, "would you suggest two ideas that I can implement to help me better lead meetings?"

Feed forward focuses on solutions rather than problems, it is forward looking rather than focusing on the past, it helps you to gather ideas for future change.

There still maybe a disconnect between knowing what to do and changing, but feed forward shows others that you are serious about wanting to grow.  With your support team of coaches and mentors, you are in a strong position to implement your feed forward ideas.

Question to Ponder:- What behavior would you like to change that would make a significant positive difference in your life? 

Why not give feed forward a try!

Hungry for Feedback?

When it comes to feedback I face an inner struggle.  I know it's character building and crucial for my personal growth, yet a large part of me doesn't want to hear it. I shy from wanting to know where I could improve.

For many of us feedback causes us to go into defensive mode, fight-or-flight.  That's because we see feedback as dangerous.  But Henry Cloud (Boundaries for Leaders) suggests that if we see it as a gift, we will hunger for more.  He says that 'to be the best you can be, you must develop a hunger for feedback. Good character welcomes feedback and foolish character fights it off'.

In order to grow and change we need to seek out feedback, to make it a normal part of the way we operate.  I like what Marshall Goldsmith advises in his book 'What got you here won't get you there'.  He suggests that we should solicit advice rather than criticism, which is directed towards the future rather than obsessed with the past. Ask questions like "how can I do better?"  Or "how can I be a better leader (or team member) of this group?"

The challenge for me personally is to see feedback as one of the best gifts I can receive.  To not become defensive, blame others or move into denial, but rather to embrace it and put it to good use for my own growth and the good of the team.

Question to Ponder:- What is your appetite for feedback?  Do you get defensive or are you receptive when you receive feedback?