Setting & Communicating Vision for your Talent Development Team

*Jargon alert*

Vision. Mission. Purpose. Core Values. Strategy. Goals. Business Drivers. Competencies…….what do they mean? How are these concepts similar? How are they different? Do they matter? How do they work together to move an organization forward? What do they mean to a Talent department?

It goes without saying that Talent leaders need to find a way to cascade these organizational aspirations, often proclaimed from the highest levels of the organization, down to their teams and help them establish and maintain a connection, a “direct line of sight,” to those top-level messages. It starts with making sure we understand the vision ourselves. But that’s really not enough….

We need to translate that organizational vision into an inspiring, realistic vision for our teams.

If it all starts with a vision, how do we create and communicate it? Unfortunately, not everyone is “visionary” by nature, but it is a necessary quality for effective leaders to possess and demonstrate. If this isn’t a strength for you, don’t fret…it is a LEARNABLE skill!

For years, I’ve been saying that measuring and evaluating the success of Learning & Development programs must include a deliberate blend of quantitative and qualitative data. Simply put, we need to balance “the head and the heart” to ensure that we are truly adding value. Setting and communicating a vision takes a similar mindset.

Sure, we need to consider HOW we achieve or realize our vision (the quantitative “head”), but it all starts by getting your team to feel, embrace and yearn for the vision (the qualitative “heart”).

It’s emotion. It’s passion. It’s in your gut. It’s what kicks us out of our complacent routines and makes us remember why we do what we do.

I was listening to one of my favorite podcasts in the car today that really got me thinking about just how important this is. They shared an incredible quote from The Little Prince by Antoine de Saint-Exupéry (my high school French teacher would be so proud) that sang to me (so much that I rewound that bit of the podcast 3 times to listen to the quote again and again):

“If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.”

Dang, that’s good.

How often do we get caught up in the details? The tasks? The budgets? The busy-ness? Without realizing it, that’s the message we send to our teams, which is about as UNinspiring as it gets, amiright?

We’re burning them out instead of setting them ablaze.

The podcast episode I was listening to, “4 Steps to Communicating Vision,” on the Lead to Win podcast with Michael Hyatt, went on to share these tips for creating a vision. I’ve added a few thoughts to how we, as Talent, HR and L&D leaders, can really make these come alive with our teams:

 

>>>A statement of culture

The podcast suggests that this statement (which may be more than a single sentence), answers the question, “Who are we?” For our teams, this should clarify the value we add to the greater organization.

Example:

“The Talent Development team at ABC company are professionals, serving professionals, helping all ABC employees learn, grow and succeed.”

 

>>>A description of product

Your team needs to have a really, really laser-focused understanding of what you do, and what you don’t do. If my years of experience have taught me anything, it’s that whenever there is an issue with the business, the “training team” is often on speed dial (whether or not it truly IS a training issue…can I get an “Amen”?). Start with your team, then evangelize across your organization.

Examples:
  • We assess business goals, needs and projects to identify the learning needs of all stakeholders.
  • We are skilled content creators and training facilitators, dedicated to developing top-quality programs, materials and resources that aid strategic, just-in-time learning.
  • We are experts in establishing, nurturing and maintaining an engaged, skilled workforce dedicated to our mission of serving customers.

 

>>>A concept of the market

Who do you serve? In some organizations or teams, this might be a relatively simple question to answer. But with today’s increasingly complex business landscape, this might be more of a challenge. Global, matrixed, disbursed companies = an even greater need to help teams understand the market.

A leader at a company I used to work for was often quoted as saying, “There’s no such thing as an internal customer.” What he meant was, there was one customer. The person buying your products or services. (He referred to “internal customers” as “business partners.”)

Okay – I see his point. But in the Business of Talent, we are often (not always) a step removed from the true CUSTOMERS. So we need to understand how we align to and serve them, even if indirectly. I know that I can draw a connection to a customer, but can my team make the same association? Simplify this by articulating who you serve.

Example:

“The Talent Development team at ABC Company provides training, employee development programs, learning tools and resources to all employees.”

 

>>>A desired impact

I could come up with my own words, but the post from the podcast episode said it best, so I’m just going to take it and run with it….a desired impact answers the question:

“So what?”

By the time we’ve identified who we are, what we do and who we serve, it’s only fair to specify WHY we do it and what the result will be if we deliver on our promise.

Example:

“Through our programs and resources, all ABC Company employees may have the tools they need to be successful in their current or future roles, effectively serve our customers and drive tangible business results.”


 

Let’s stitch these 4 pieces together:

The Talent Development team at ABC company are professionals, serving professionals, helping all ABC employees learn, grow and succeed.

We assess business goals, needs and projects to identify the learning needs of all stakeholders. 

We provide training, employee development programs, learning tools and resources to all employees.

Through our programs and resources, all ABC Company employees may have the tools they need to be successful in their current or future roles, effectively serve our customers and drive tangible business results.

 

This would be an excellent exercise to share with your fellow Talent/HR/Learning leaders for a team retreat or strategic planning meeting. Naturally, you’ll want to expand this with your own priorities, leadership qualities and behaviors that drive personal, team and organizational results. Play around with the concept and discover what fits for your culture, team and company! Check out the show notes from the podcast for some killer examples.


 

My challenge to you, friends, is to set a vision and use every opportunity to make your vision come alive with your team. Use it to showcase the value you bring to your organization!

Your turn: What are your thoughts on setting and communicating a vision with your team? Have you done this in the past? How will you use this information? Please share a comment, or share this post with a colleague!

Advertisements

Why Managers Need a “GPS” to Navigate the Employee Development Journey

Why managers need a GPS

Unless one is in the business of “talent,” it could be confusing to recognize what “talent” really means. After all, what differentiates talent management, talent acquisition, talent development, talent shows….okay, I’m kidding on that one. But kidding aside, it can be confusing to people who DO work in a talent-focused role, so it’s no surprise how complex it might seem for anyone else or to understand how their role intersects with the “business” of talent.

People managers, regardless of your industry or department, this one is for you: Your role in developing talent is critical. You are the linchpin. The one who is most likely to encourage – or stunt – an employee’s growth, development and ultimate success within your team and in your organization. And yes, it may be only one of many functions listed on your job description, but it is arguably the most important aspect of your role.

If the end destination is an engaged, successful long-term employee, how do managers navigate the career path – especially when every employee is unique and at different points along the journey, and there are so many different route options to follow?

 

Successful navigators, whether in travel or career, follow a roadmap or GPS.

Throughout the employment journey, a manager should be tuned into employee development needs at every turn:

  • When interviewing and hiring
  • During the onboarding period
  • While career planning
  • Through the succession identification and planning process
  • While promoting an employee (and re-onboarding after that promotion!)
  • When an employee prepares to leave the business

 

Lou Russell, Brittney Helt and I have spent the past several months diving into the manager experience during each stage of employee development and built a simple road map to guide managers’ paths. We are thrilled to launch our new book, Talent GPS: A Manager’s Guide to Navigating the Employee Development Journey, a practical guide for managers to chart their course through this complex process.

Talent GPS cover image 2

 

Remember, an employee’s success hinges on the support provided by his/her manager. Our job as Learning & Talent Development practitioners is to help managers navigate the journey.  

Whether you manage people, or support people who do, you will benefit from having this resource in your collection.

Learn more and order your copy today!

Using Stay Interviews to Enhance Onboarding

 

There is an abundance of research clogging the interwebs on the subject of onboarding; a credible whitepaper that I often reference is the Definitive Guide to Onboarding from Bamboo HR. In the report, the author includes a terrific stat from Aberdeen Research (another fantastic resource):

As many as 87% of new employees are not fully committed to a new job for the first six months.

Dang.

This tells us that the vast majority of new employees may still be considering other options when they begin working at your company. They are still wondering if they made the right decision. They are still wondering if their skills, personality and expertise will be a “cultural fit” with your team.

And that’s unsettling.

Studies have proven that attracting, recruiting, hiring and onboarding a new employee is a pricey endeavor. REPLACING that new employee only adds to the hefty price tag, as well as reducing productivity with existing employees, lowering team morale from added workload and stress, preventing sales and other key business metrics.

Onboarding is a key opportunity for Talent and HR leaders to drive tangible business results in an organization. With effort, reducing preventable (regrettable!) turnover is certainly an attainable metric.

What if organizations, particularly hiring managers, had a decoder…a way to “check the pulse” of a new employee’s engagement and satisfaction during his/her first 30-120 days on the job?

It may not look like the decoder ring you found in your Fruity Pebbles box when you were a kid, but there is a decoder. It’s called a “stay interview.”

In case you’re not familiar with the concept, the Society for Human Resource Management (SHRM) defines a “stay interview” as a conversation “conducted to help managers understand why employees stay and what might cause them to leave. In an effective stay interview, managers ask standard, structured questions in a casual and conversational manner.”

A stay interview is:

  • An informal discussion to encourage engagement and retention
  • A chance to discover strengths, growth and development opportunities
  • A strategy to prevent regrettable turnover
  • built on trust

A stay interview is NOT:

  • A job interview
  • A disciplinary conversation or corrective action plan
  • A performance review or replacement for one

It’s no secret that the hiring manager is the linchpin for success for a newly-hired employee, and building that relationship on a foundation of trust is crucial. Conducting regular stay interviews during the onboarding period (and beyond) is an effective way to establish trust, capture feedback, check the new employee’s pulse and ensure his/her needs are being met in those fragile early weeks and months.

We don’t know what we don’t know.

If managers spend time focusing on why a new employee is excited, engaged and energized, they will inevitably have an easier time KEEPING them excited over the long haul. As with anything, we don’t know what we don’t know. And waiting for that exit interview feedback is too late – when a talented employee becomes frustrated enough to seek greener pastures in a different job, or possibly return to a previous organization – they’re already out the door; feedback isn’t going to help you then!

Consider enabling your managers to incorporate questions like these into 1:1 meetings and coaching sessions with new employees:

  • What are you hoping I will deliver as your manager that others have failed to deliver in the past?
  • What makes you jump out of bed each morning since you’ve started your new job?
  • What makes you hit the snooze button?
  • How has your onboarding experience here compared with past experiences?
  • When did 5 hours feel like 5 minutes – what types of work do you enjoy most in your role?
  • What passions, skills or talents are being underutilized in your new role?
  • How can I support your learning during these first few months?
  • What areas of our department/organization do you want to learn more about?
  • When have you felt overwhelmed in your new role? How can I support you?

And yes, you should absolutely encourage managers to utilize stay interviews far beyond the onboarding period. This can be an effective method to maintain trust between managers and their direct reports, and a helpful tool during development discussions, coaching sessions and to break regular 1:1 meetings out of a rut.

Bottom line: STAY interviews can help prevent EXIT interviews!

Your turn: Do you use stay interviews as a talent retention strategy? If so, how have you enabled managers? What success have you measured? Share a comment below!

 


Big news from phase(two)learning!

Looking for a resource to enable managers? I’m very excited to announce my first book, Talent GPS: A Manager’s Guide to Navigating the Employee Development Journey, will be available in May 2017! Co-authored with Lou Russell and Brittney Helt, this straightforward, practical resource is a perfect tool to help both new and experienced managers take ownership of their employees’ development through every stage of employment.

Join the list to be in the know about launch info, webinars & special offers!

 


 

Did you miss these oldies but goodies?

Check out these “greatest hits” from the blog!

When Does Onboarding Become Too Much of a Good Thing?

3 Steps to Developing a Killer Onboarding Program

Onboarding Table Stakes for Hiring Managers

 

Heading to #ATD2016 this month?

2016-ATD-International-Conference-and-Expo

It’s May – are you heading to Denver for ATD’s International Conference & Expo (ICE) this month? I am – and I couldn’t be more excited! ICE is the biggest event of the year for L&D folks, and I’m ready to absorb every possible idea or nugget of wisdom along with 10,000+ of my fellow colleagues. Plus, I’m on the docket to present this year, which is such a tremendous privilege. 

I'm-speaking-at-ATD-ICE-2016

If this is your first time attending ICE, you should know that this is not an event you just show up at, sans-plan. With so many session options, it’s important to map out some options ahead of time. I’ve been working on my game plan for the past few days. While it is definitely subject to change, here are a few of the sessions I’m considering:

Sunday, May 22

8:00 a.m. – 12:00 p.m. – Chapter Leader Breakfast, Chapter Leader Day

1:30 p.m. – 2:30 p.m. – (SU205) Flip & Drip Approach to Leadership Development: Accelerating Learning Transfer

3:00 p.m. – 4:00 p.m. – (SU314) The LeaderShift: How to Engage & Develop the Next Generation of Leaders

4:30 p.m. – 5:30 p.m. – (SU408) Keys to a (Really) Successful New Supervisor Training Program

Evening – ATD-Central Indiana Member Meetup!

Monday, May 23

8:00 a.m. – 9:30 a.m. – (General Session) Leaders Eat Last: Why Some Teams Come Together and Others Don’t

2:00 p.m. – 3:00 p.m. Chapter Leader Power Hour

3:00 p.m. – 4:00 p.m. – (M212) Cracking the Code for Kirkpatrick Levels 3 & 4

4:30 p.m. – 5:30 p.m. – (M3318) Creating and Launching Sales Onboarding in 90 Days or Less 

Evening – TBD

Tuesday, May 24

1:00 p.m. – 2:00 p.m – (TU200) Redefining the Future of L&D with 70-20-10 and Beyond 

4:30 p.m. – 5:30 p.m. – (TU416) 70-20-10 Onboarding: How to Engage, Empower & Develop New Employees (My session – join me!)

Evening – TBD

Wednesday, May 25

10:00 a.m. – 11:15 a.m. – (W201) Keeping Learning Alive Through Social Media & Learning Communities

1:30 p.m. – 2:30 p.m. – (W304) Ending the ROI Void: What You Should Measure Come Monday

There are still several open spots on my agenda…this is why careful planning is necessary! There are so many intriguing sessions being offered, it’s tough to play the Sophie’s Choice game to decide which to attend. I’ll be narrowing the list over the next week or so, but I still fully expect to call a few audibles here and there.

First time at ICE?

Fear not! The conference website has a handy session planning tool that will let you review the session lineup and bookmark your favorites. Some folks in the L&D blogging community have also shared their own tips for a successful ICE experience. Here’s a great one by JD Dillon – 5 Tips for Making the Most of #ATD2016. He’s also shared his #ATD2016 schedule – check it out!

Will I see you there?

What’s on your must-see list while at ICE? Share your can’t-miss sessions in the comments below! 

Looking for some good conversation while you’re in Denver? Let’s catch up and talk shop over a cup of coffee! Drop me a note – let’s meet up!

The easiest tweak you can make to your training and orientation programs…

stocking-up-on-classroom-candy
How many of you put out candy for training attendees? I know we do at the day job…in fact, the photo above is a shot of my cart on a recent stock-up trip at my local Sam’s Club. Even when the cost of doing business continues to soar, this is an expense that we have curbed, yet kept.

Why?

Because people like candy.

Before the workplace health and wellness fans start to worry, we also provide fresh fruit and some considerably less-exciting snacks like granola bars and trail mix.

Until I attended a recent conference, however, I didn’t give much thought to the bowl of candy that graces our training tables. Then, a tiny little tweak transformed a simple snack into a learning tool.

I promise you now, whether you are a long-time phase(two)learning follower or this is the first post you’ve read, this is worth the price of admission. Which, frankly, is free…so what a deal, amiright?

Check this out:

tech-tip-on-candy-wrapper

Whoa! Mind. Blown.

How simple is this? All that is needed is candy or snacks, a package of printable adhesive labels and some tips or ideas to share to your participants.

Granted, I’m sure I’m not the first person to “discover” this little nugget, but in over 20 years of teaching and facilitation, somehow it’s new to me. Regardless, it got me thinking….how else could we use this easy tip in training or Orientation programs? Here are 8 beyond-simple ideas:

  1. Provide the URL for your organization’s intranet, wiki, or other learning sites.
  2. Share the Twitter handles for influential, must-follow people in your organization or industry.
  3. Post can’t-miss dates – like when your benefit paperwork is due.
  4. Distribute your company’s IT Help Desk email or phone number.
  5. Share interesting trivia about your organization’s history. (Bonus: Have participants piece together the trivia into a timeline!)
  6. Introduce your company’s mission or purpose statement. 
  7. Solicit simple, one-sentence quotes from other employees – tips on how to be successful at your organization
  8. Share “Fact or Fiction” statements about your industry, organization, products/services, etc. Have participants stick (literally!) the wrappers under one of two columns on a flip chart (“fact” or “fiction”). As the candy is consumed throughout training, the columns will grow. On the last day of training, see how accurate everyone’s guesses are!

Honestly, I could probably come up with a dozen other ideas…there are so many creative possibilities for this one!

Your turn: Have you used this type of interactive element in your training sessions? What tips have you communicated? And most importantly, what is the must-have candy in YOUR candy bowl?

When is “really good” really, “good enough” for training?

forrest-gump-production

Unless you’ve recently emerged from hibernating in a cave for the past two decades, you’ve probably seen the movie Forrest Gump. Come on, even if you’re not a big fan of movies, you’ve still probably seen that movie. It has gone down in movie history as a classic; Forrest’s extraordinary life story told by Forrest himself, in one of Tom Hanks’ Oscar-winning performances.

This movie brought in an estimated $55,000,000 at the box office, garnered numerous awards, including 6 Academy Awards. Not too shabby.

If you go to the IMDb page for this movie, you will see that there are literally hundreds of names listed for cast and crew…hundreds. So many people had their eyes, ears, hands, heart and soul poured into the creation of this film, and guess what?

It’s not perfect.

The other day, Forrest Gump was on T.V. Right in the middle of the scene where Forrest visits Jenny’s apartment (after he finishes telling his story to people at the bus stop), a little goof caught my eye:

iron-mistake
In one shot, the iron is up – in the next shot, the iron is down. Hmmm. So, I was curious – was this the only mistake in the movie? Turns out, there are websites dedicated to pointing out movie flaws and bloopers (these folks must have a lot of time on their hands). And guess what? There were actually a lot of factual errors and continuity issues like the iron. Again, it’s not perfect. But we still love that movie. No one took away the Oscars because of these flaws.

So, if a film that had a team of hundreds, one that inevitably went down as one of the greatest films of all time, has a few errors…why are we so hard on ourselves?

We live in a world of flaws. We work in organizations full of flaws. Yes, it’s our job to disseminate workflows, processes and procedures to enable employees to learn, develop and succeed. But it will never be perfect. Never. Furthermore, it’s likely that you don’t have hundreds of people on your team to scrutinize every detail. Many of us are part of a small team, or possibly even a “team of one.” We do the best we can with the resources we are provided.

Keep on keepin’ on, friends. 

Forrest Gump is complete. A done deal. There’s no assembling the production crew 20+ years later to “fix” that pesky iron scene. But our training-leadership development-onboarding-eLearning (etc) projects? The good news is, so much of what we do allows for continuous quality improvement. As processes update, employee job requirements change, or even when we find a more effective way to facilitate learning, we can do it.

A few tips:

  1. Audit your courses regularly (a minimum of once per year) for accuracy and relevance. Do they still address the learning need? If not, determine what updates are necessary, or consider eliminating the program/course altogether.
  2. Monitor your metrics – what data are you getting from participants and stakeholders that validates the content or approach?
  3. Don’t make changes to your program just for the sake of change – ensure that the change addresses learning needs, business drivers or other organizational goals.
  4. Keep your eye on the content – efficiency, relevance and accuracy should trump “pretty.” Sure, a beautifully designed course is ideal, but don’t lose sight of your higher-priority tasks and responsibilities in pursuit of perfection.

Now, to quote Forrest himself, “That’s all I have to say about that.”

 

Your turn: How do you audit and review your programs to ensure they are accurate and relevant? Leave a comment below to share your own tips!

Attending the ATD International Conference & Expo (ICE) in Denver next month? I’d love to see you there!

10 Things You Learned in Kindergarten That Will Make You a Better Facilitator

10-things-you-learned-in-kindergarten-that-will-make-you-a-better-facilitator

Do you remember the book, All I Really Need to Know I Learned in Kindergarten? Recently, I came across a copy of Robert Fulghum’s inspirational collection of essays and remembered a high school teacher had a poster with excerpts from this book in her classroom. While I recall looking at the poster, and even reading the simplistic statements…I was a teenager, desperately trying to be seen as a young adult, so any suggestion that I should revert to things I learned as a 5-year old didn’t interest me at the time.

But now, looking back at this idyllic book with a grown-up pair of eyes and perspective, I see how much truth lies in its simplicity. It reminds me of how unnecessarily complicated we tend to make things. Yes, in life. But also in career.

I flipped through the book, first in a general sense, but again as a learning professional. How could we revolutionize our interactions with training participants, with organizational stakeholders, with clients or our own teams if we followed Fulghum’s advice?

Thinking as a facilitator for the purposes of this post, here are 10 lessons we learned in Kindergarten, based on Fulghum’s book, that could make us more effective:

1. Share everything.

Transparency is key. Use your platform as a facilitator to encourage a collaborative environment. Share best practices. Discuss real-world scenarios and struggles. Celebrate wins. Be all in with your participants.

 

2. Play fair.

Maintain a level playing field throughout your sessions. Ensure that your content is relevant. Set learners up for success, not defeat or frustration.

 

3. Clean up your own mess.

Both literally and figuratively. Set house rules that allow for exploration, but also for accountability.

 

4. Take a nap every afternoon.

(I wish.)

Never underestimate the importance of taking a break. Your participants – and YOU – need time to recharge your batteries, get some fresh air, or take care of work issues that may arise. Building breaks into your agenda will also help ensure that your participants stick with you during the content.

 

5. Warm cookies and cold milk are good for you.

Okay, this book was first written in 1988, long before things like “lactose intolerance” and “gluten-free” entered our mainstream vocabulary. But the lesson I take from this statement is that little details make a big difference. Go above and beyond to create a positive environment and make your participants feel special. Warm cookies and cold milk are certainly a nice touch…even if you have to provide a healthy alternative.

 

6. When you go out into the world, watch out for traffic, hold hands and stick together.

Provide support opportunities after the session – whether through online resources, discussion forums, social media or other channels that work for your organization. Encourage participants to network and share with one another to continue the learning long after the lights go out in the training room.

 

7. Live a balanced life – learn some and drink some and draw some and paint some and sing and dance and play and work every day some.

As a facilitator, I interpret this as accommodating a variety of methods and learning styles into your session. Balance heavier content with lighter, interactive methods. Don’t rely on stale, wordy PowerPoint. Avoid lecturing for hours on end. Leverage group discussions and other engaging exercises to keep your participants moving throughout the day.

 

8. It doesn’t matter what you say you believe – it only matters what you do.

I saw a bumper sticker the other day that said, “Less talk, more walk.” That’s really what it’s all about. Live and facilitate with conviction, friends. Be an advocate for learning in your organization not only by what you say in meetings, but how you interact with peers, subordinates, stakeholders and bosses.

 

9. It wasn’t in books. It wasn’t in church. What I needed to know was out there in the world.

Amen to that. The most effective learning takes place through practical means – on the job, in the real world. Recognize that, and design your formal instructional time in a way that sets learners up for real-world application.

 

10. You may never have proof of your importance, but you are more important than you think. There are always those who couldn’t do without you. The rub is that you don’t always know who.

A self-aware facilitator understands that it truly is all about the participant, not about the facilitator. Yes, even those of us who have a flair for the dramatic and like to dazzle the crowd. But friends, please remember what a privilege it is to bring learning experiences to the workplace. You are in a unique position to add value to your organization – even though sometimes, on days when “everything is a training issue,” it can feel like a thankless, after-thought of a job. And my goodness, how rewarding does it feel to see the proverbial light bulbs switch on during a session, or to see tangible business results after a big learning project was implemented?

So, in a way, it can be **a little bit** about us once in awhile…

 

Your turn: What childhood lessons do you follow, when designing, delivering or managing the learning function in your organization? How have those lessons helped you throughout your career? I’d love to see your insights in the comments!

 

Know of someone who would appreciate this post? Be kind and share it!