Coaching

Training, Coaching, Inclusivity, Neurodiversity

How to Engage All Learners: Creating Inclusive Training Spaces

/

What lessons, courses or training have stuck in your memory and helped to develop your skills? It’s unlikely to be those following the traditional classroom model of passive listening. More likely, you’ve learnt more from a YouTube video, a practical activity or an open discussion. Unfortunately, I still see trainers who stand at the front, talking for long periods, while clicking through their slide deck. This is not the way to engage all learners. As trainers, we have a responsibility to create inclusive training spaces. Know Your Subject, Know Your Audience It’s a given that as a trainer, you need to know your subject inside out. A deep knowledge enables you to adapt the content and confidently respond to questions. Additionally, it is ideal if you are fascinated by what you share and keen to learn more. That’s because your enthusiasm is infectious and you’ll be open to ideas or perspectives offered by the learners. It is equally vital to know your audience and this is where a lot of training falls flat. You need to be as curious about the participants as you are about the subject matter. I find a pre-training discussion or survey to be effective for gathering the following insight: At this point, I want to add that many learners have had a negative experience in school. Around a third* of young people leave education without achieving Grade 4 (low C) in both English and Maths. This shows their learning needs have not been met. Others have experienced bullying. As a result, some of your training participants will have adverse preconceptions about learning. They don’t feel confident about their ability to learn and are switched off before they arrive or log in. So, how will you break down that barrier? Inclusive Training Environments Use the information about your audience to consider the training environment. That could include a room or building. What equipment is required to make it accessible or is there an alternative space that can be used? We often think of accessible spaces as being wheelchair friendly, with step-less entry, wide doorways and disabled toilets. However, in a diverse audience, there will be diverse needs. These might include requirements for hearing loops, sockets to plug in assisted technology and adaptions to the lighting. If you are offering virtual training, explore channels with accessibility features and enable interaction. I have been impressed by the growing list of accessibility features on Zoom, which include: Becoming familiar with these tools, knowing your audience and informing participants about relevant features before the training will make your course more accessible. Inclusive Learning Practices There is no need to wait for participants to share specific learning needs. That’s because there are many steps to make your content more inclusive. Use Plain English in Training Course Avoid jargon, complex descriptions and expressions, such as ‘kill two birds with one stone’ in your training. The audience may include people with English as a second language, people with neurodivergence and people with low literacy levels. Therefore, clear and simple language is the way to increase understanding. Use Inclusive Language with Delegates Keep up to date with what is socially and culturally acceptable and make no assumptions. So, if you are unsure about what’s appropriate, ask. Use a Range of Training Material Formats A variety of learning resources will help to cement key information. To appeal to different learning styles, include audio-visual elements, group discussions, activities, a workbook or a handout. Make All Formats Accessible Add subtitles and/or printed transcripts for video, use icons and infographics to share data, print handouts in larger font sizes or provide documents as a PDF, which can be read using screen readers. Ask Open Questions Specifically, ask questions relating to delegates’ experiences of the points you are making. This helps tailor the course and make it more relevant to delegates. It also provides a forum for discussion, idea sharing and feedback. I believe that peer learning is a valuable element in any training session, as the trainer will never have all the answers. Don’t Force Participation in Training Activities Training activities are a great way to break up the course and help delegates experience or explore the point you are making. However, not everyone will be comfortable about getting involved. You can encourage interaction but don’t force the point if someone is reluctant. Post-Training Follow-Up You’ve shared the final slide and answered any questions; the course is over, but the learning isn’t. This is your time to discover ways to improve your training skills and understand what else you can do to create an inclusive training space. For this, you need honest delegate feedback. Immediately after the training, most people are keen to get home or out for a break. As a result, the comments on a feedback form are often limited; it really is a tick-box exercise! Therefore, I recommend sending a link for feedback post-training the next day. You could include links to resources that you referenced during the course or a copy of the slides. Additionally, you could follow up with the organiser a few weeks later to ask how they are getting on with applying the learning. Have they become aware of anything that would be useful to know that wasn’t covered in the training? Inclusive Training in Summary To make your training inclusive to a diverse audience, I recommend: Let’s give delegates a positive learning experience that sparks their curiosity, supports their development and makes them feel included. If you’re intrigued to learn fresh approaches for sharing your message, take a look at my group training for trainers. These sessions cover the full spectrum from creating a training programme to using virtual training tools and finessing your content and/or delivery * https://ffteducationdatalab.org.uk/2024/09/a-closer-look-at-pupils-who-did-not-achieve-the-basics-at-gcse/#

Multigenerational office
Training, Coaching, Inclusivity, leadership, Mentoring

Are You Managing a Multigenerational Workforce?

/

In the majority of UK workplaces, you will find young apprentices and graduates, through to experienced employees working beyond retirement age. This diversity can be the strength of an organisation. However, I speak with leaders who state they struggle with managing a multigenerational workforce. So, what do we need to make it work? Age Diverse Workforce People are living longer than ever before and many are working longer. Some enjoy what they do and choose to stick at it for a sense of satisfaction, belonging and purpose. For others, it’s necessary to cover costs and retain their standard of living. The result is that it is increasingly common for employees to range from 17 to 70 years old. Now, it’s no revelation to state that the expectations, values, priorities, working styles, motivations and perspectives of a 17-year-old are likely to be distinct from those of a 70-year-old. What’s more, both of these will differ from individuals in the generations between. So, how can leaders go about managing a multigenerational workforce? It’s a question that often comes up in my leadership training and coaching sessions. More specifically, people have raised challenges with: So, I’ll share my thoughts on these workplace challenges. How to Reduce the Friction Caused by Different Attitudes & Approaches in a Multigenerational Team My first point is that diverse and inclusive workforces are an asset. We need different skill sets, life experiences, viewpoints and ideas to drive the future of the business. The challenge is harnessing a broad range of expertise and opinions so it positively impacts productivity. Find the Common Ground To achieve this, leaders need to effectively communicate the company goals and encourage everyone’s input on how these can be achieved. In reality, people of all ages want meaningful work, opportunities to learn, develop and progress, and for their contributions to be recognised and appreciated. So, that is what you need to deliver as a manager. Address the Causes of Friction It’s equally important to understand the underlying cause of friction and address it. In my experience, harmonious team dynamics are challenged when individuals perceive that a situation is unfair. Other common issues include individuals feeling their role is threatened or that their opinions are not heard. Therefore, as a leader, it is important to: How a Younger Manager can be Taken Seriously in Performance Reviews with More Senior Employees. In a recent leadership training session, a delegate stated their biggest challenge was a performance review with older team members, specifically one woman. He felt that she didn’t take him seriously and was dismissive of the questions he asked and the suggestions he made. Firstly, this isn’t just an issue relating to age. Every leader will face resistant employees, as we’ll never see eye to eye with everyone. I see this as a case where more time needs to be invested in building mutual trust and respect. In discussion, we decided that he could hold team meetings to discuss and agree on actions. The reason is that peer agreement on roles and responsibilities may be more effective and seem fairer than direct delegation. Equally, follow up meetings, where everyone in the team is held accountable for their part in the process, avoids anyone feeling that they’ve been targeted. However, if team meetings are not a viable option, consider the following points: Employee-led Discussions A performance review is a collaboration. It’s a two-way discussion to learn more about each other, so is a great opportunity to discover more about the motivations, expertise and potential of your team. Yet, that isn’t everyone’s experience and some enter the discussion fearing that they’ll be reprimanded or questioned. So, the barriers are up. As a result, your job is to reassure and collaborate to bring the barriers down. None of us like being told what to do, so try ditching the suggestions and instead give the individual greater ownership of what could happen. Let them lead with the solutions. Here’s an example: “I’ve noticed you’ve brought in a lot of new business this year. Thank you, that’s just what we need. It’s important that we don’t lose sight of our loyal customers either. What do you need in place to make time for a monthly call with all your existing accounts?” The more ownership we give people, the better. For example, when you agree on actions that they’ve come up with it increases the likelihood that those actions will get done. How to Avoid Generation-based Workplace Silos People naturally gravitate to people like themselves. That includes people from the same department and people of a similar age. However, as a manager, you want to benefit from cross-department and cross-generation collaboration. Remember, everyone in the team has something to learn from each other. Collaboration is where fresh thinking and experience can be drawn on to spark ideas, inform decisions and drive innovation. Avoid Stereotypes & Assumptions There’s plenty of information about the different generations, their values and strengths. However, I think these risk us grouping people based on generalisations. When we assume capabilities and values based on stereotypes, we drive people into silos. I’m a fan of Team Dynamic Assessments, which offer a non-biased understanding of each team member. They help to inform the right individuals for a role or project based on their strengths, not their generation. Address Discrimination As a leader, it is not enough to encourage collaboration. You also need to address misunderstandings, assumptions and ageist discrimination. There will be times when different approaches cause disagreement or ill-feeling. This can be triggered by a tone of voice or intolerance for a different way of doing things. Being approachable, delivering timely responses and handling issues fairly and respectfully will help the team to gel. The Importance of Leadership Training for Those Managing Multigenerational Teams One of the most important factors for a successful multigenerational workplace is an effective line manager. They play a vital role in building an inclusive company culture where the youngest, oldest and everyone in between

Coaching, Training

Get More for your Training Budget

/

We know that ongoing learning and development opportunities are essential for business success. However, there are also budgets to balance and this means that investment in training is often reduced. So, how can you get more for your training budget? The Value of Continuous Learning Every industry is experiencing skill shortages. It’s due to the rapid pace of change, which makes it difficult to keep up with technological advances, innovations, evolving needs, new legislation and issues such as sustainability. To have any chance of unlocking potential and future-proofing our businesses, learning and development is a must. In addition to updating skills and knowledge, regular training builds confidence, competence and consistency in service delivery. This is important for a strong brand identity and customer service excellence. For these reasons, it can be argued that cutting back on your training budget is a false economy. Yet, the reality is that some payments are more immediate. Therefore, it’s no surprise that a limited budget was identified as a barrier preventing organisations from investing in training in the CIPD Learning for Work report*. How to Extend the Training Budget One solution is to invest in training for trainers. So rather than covering the cost of every employee to attend courses, you equip members of your team with the skills and resources to effectively impart knowledge. Training the trainer is suitable for in-house trainers, team leaders, managers or individuals with specialist expertise. When they gain the insight and ability to deliver information in an engaging, interactive and responsive manner, they can drive the learning and development agenda in your organisation. This can give your company the edge. What is Covered in Training the Trainer? Understanding the Audience and Outcomes An important step in Training the Trainer is understanding the audience. In my mind, training is only valuable if it leads to positive change. So, before starting any training, I am keen to understand what everyone wants to achieve. So we explore outcomes and how these can be met. As a trainer, you need to know what delegates want to get out of attending the training. They might be there to: Does this match with the outcomes that managers want to achieve and align with the organisational goals? Equally, you need to know the current knowledge level of the audience, so you can pitch the training appropriately. How to Adapt & Respond A vital skill for any trainer is how to adapt and respond to the audience. Even in a well-planned session, the unexpected will arise. Common issues are difficult group dynamics, faulty technology and last-minute time restrictions. Equally, a relevant point that isn’t on your agenda may be raised. Sometimes it is appropriate to move away from the planned content to address the needs of the audience. At other times, it is best to suggest another opportunity to continue that conversation and move on. Knowing how to adapt and respond so you retain control of the learning environment is a necessary skill. Resources to Communicate the Message The individuals selected for training the trainer usually know the subject matter. However, there can be opportunities to further develop their mastery of the subject. More often, the focus is on finding appropriate resources that help to effectively communicate the core messages. This could include video clips, infographics, activities, scenarios or images. Master the Technology Training doesn’t need to be delivered in person. Virtual training, e-learning, webinars and podcasts are just some of the digital options that make continuous learning viable and accessible. Therefore, Training the Trainer to master the technology increases the opportunities to impart and refresh knowledge. Find their Preferred Training Style Finally, Training the Trainer is an opportunity for them to discover their training style. Through group feedback, the delivery, tone and pace can be finely tuned. In-house Learning & Development Companies that have worked with me have found Training the Trainer makes it easier and more cost-effective to be responsive to needs. Thank you for the significant contribution you made to the success of the Renault Business Initiative Training Programme involving 230 Renault UK dealers. The training programme achieved its commercial objective. Project achieved overall 94% satisfaction, however, your personal performance rated between 98% and 100% trainer satisfaction” — J Wyatt, Renault UK Ltd With the skills held in-house, training can be delivered in quiet spells or in bite-sized sessions that fit around the working week. If your trainers are equipped to host virtual events or create e-learning content, it is an effective way to upskill remote working teams or colleagues in other branches. So, if Training the Trainer sounds like the ideal way to get more from your training budget, contact me to discuss your requirements. * https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2023-pdfs/2023-learning-at-work-survey-report-8378.pdf

employee engagement
Mentoring, Coaching, recruitment

Does Employee Engagement Matter?

/

Employee engagement can be described as a connection between an individual and the organisation they work for. Ideally, an employee will understand and align with the values and goals of the company. It’s about seeing the worth of contributing their time, energy and skills beyond getting paid. But, does employee engagement matter? Less than a Quarter of Employees Feel Engaged The latest Gallup ‘State of the Global Workforce’ report states that just 23% of employees feel engaged in their work. Of the rest, 62% feel uninspired and just do the bare minimum and 15% are actively disengaged, with their efforts focused on finding a new role. Don’t disregard this as one of those studies that represent the views of a handful of respondents. Gallup’s findings are based on feedback from employees in 183,000 businesses across 53 industries in 90 countries. So, as an employee, are you one of the 23% or are you simply going through the motions to get to the next payday? If this is the case, think about why you stay. There could be another opportunity out there where you can contribute, apply your skills and achieve job satisfaction. As a manager, do you care if your employees are engaged or are you simply satisfied if they turn up each day and don’t leave you short-staffed? And, if you are a business owner, do you think that employee engagement has any relation to your bottom line? In this article, I’d like to share why employee engagement matters to the individual and the organisation. The Benefits of Employee Engagement The key insights of the Gallup report* suggest significant differences in the performance of the top quartile and the lowest quartile. For a start, those organisations with low employee engagement experience 51% higher staff turnover. This is coupled with higher rates of absenteeism, health & safety incidents and workplace theft. In contrast, where employees are engaged, the organisation benefits from higher productivity and profitability. What’s more, these businesses show greater resilience to turbulent economic and political circumstances. On a personal level, when employees have enthusiasm and dedication to their role, well-being is heightened. This improves workplace performance and has a positive impact on other areas of their life. How to Increase Employee Engagement There are many factors in building an organisation where employees feel connected, valued and committed. Here are three elements that I believe are fundamental requirements. 1. Identify Company Values Have you identified what your brand stands for and is this communicated to all employees through every decision the company makes? Beyond the products and services, these values underpin your reputation and how it is perceived. If you want employees to feel proud to work for you, they need to understand and share these guiding principles. 2. Recognise Employee Skills, Knowledge, Experience & Potential Irrespective of job role or position, every one of your employees has skills, knowledge and experience that can contribute to business success. Do you take time to get to know your team, so you can select the right people to contribute? Are all employees respected, invited to the table and empowered? And, when someone comes up with a great idea, supports others, receives positive feedback or pulls out all the stops, is this recognised? 3. Equip Managers with Training & Coaching The Gallup report shows a strong correlation between engaged managers and engaged staff. More strikingly, the research suggests that 70% of the variance in team engagement results from managers. This means the performance of everyone in a company can be driven by an inspiring, involved and supportive manager or dampened by an ineffective one. As I’ve mentioned in previous articles, people are often promoted into management roles due to being experts in their field or loyalty to the company. They step into the role with no experience in managing others and no leadership training or coaching. As such, they are not equipped to discover what drives and motivates the individuals in their team. Management Training for Employee Engagement In partnership with Trainers Library, I deliver four modules for managers which focus on employee engagement. I believe these offer a good understanding of the benefits and challenges, with practical steps to help you upskill. Module One – What’s In It For Me, provides a good foundation for understandingModule Two – Job or Organisation, focuses on pride in where you work and what you doModule Three – What Engaging Managers Do, explores skills and behavioursModule Four – Building Engagement offers practical steps to implement at work In addition, the focus of performance coaching is often directed towards assisting managers with leadership challenges. This helps individuals consider a range of options and the potential impact, so they can find the most appropriate course of action. I also offer online courses to build specific management capabilities. Employee Engagement Matters This article has outlined the benefits of employee engagement to individuals and organisations. It shows that where values are aligned, team members are respected and quality managers have the skills to lead, a company and its staff can thrive. So, what actions will you take to encourage your team to work for more than money? I’m now taking bookings for employee engagement training in Autumn/Winter 2024. Contact me to find out more. I’m also happy to discuss a tailored ‘pick & mix’ package of training, online courses and leadership coaching to match your business needs. * https://www.gallup.com/workplace/645416/key-insights-global-workplace.aspx

Mentoring, Coaching

How to Build Workplace Inclusivity with Mentoring

/

Are you looking to benefit from the skills of a more diverse workforce? That’s great, yet it may take more than a change to the traditional recruitment process. To help every employee feel that they belong and can thrive, you may need to provide appropriate support. This can include flexible working opportunities, adaptive equipment and mentoring. In this article, we look at the role mentoring plays in building workplace inclusivity. Recruiting Diverse Talent Doesn’t it seem logical to build a team based on people’s capabilities? Yet, all too often a person’s background, academic achievement or ability to talk the talk in an interview is what gets them the job. This has resulted in a complete lack of diversity within most industries and a missed opportunity to fill the talent pool. Yet things are changing. Through legislation, flexible working and a desire to do better, many companies now recognise that they can gain a competitive advantage of an inclusive workplace. There is a realisation that fresh perspectives, alternative ways of thinking and different life experiences are necessary for a strong and effective workforce. However, being open to candidates from varied backgrounds doesn’t mean that they will apply or feel confident in an interview. And, if you do get the recruitment process right and make an offer to an individual from a different cultural background, with neurodiversity or a disability, you can’t just expect them to fit in. You need a work culture that promotes psychological safety. That is a place where they feel that they belong and are enabled to perform at their best. A Focus on Mentoring It is well documented that managers and employees with access to mentors outperform those without. Mentored employees also report higher career satisfaction, as well as being more productive and loyal. Further benefits were researched by Dr Ruth Gotian and are shared in A Complete Guide to Effective Mentoring. A mentor’s role is to be a guide by your side, helping to nurture your talent. When you have a mentor to help negotiate the pressures and challenges of the job, it’s an empowering way to embrace a new role or responsibility. Mentoring provides you with a sounding board, someone who helps you consider appropriate ways to handle difficult situations and how best to apply your talents. Wouldn’t it be great if we all had this support? Mentoring for Inclusivity Much of my mentoring work has focused on supporting new managers to take on leadership roles. In most cases, their knowledge and experience have led to them being promoted. Yet, they often have little or no experience in engaging and motivating a team or resolving issues. As a mentor, I help them to see matters objectively and handle situations that arise. More recently, I’ve been asked to mentor employees with neurodiverse conditions. My role has been to help them navigate the nuances of workplace and colleague or customer interactions. By getting to know the individual, I encourage them to express their needs, strengths and ambitions. When they do this, it helps employers and colleagues to adapt and make the workplace more inclusive. The behaviours and actions of a neurodiverse person likely seem odd to you and it’s the same story from their perspective. Yet, a mentor can help bridge the gap. And, given the tools to perform, these diverse individuals might be your most technically-minded, creative or innovative employees. They could be the natural problem solvers or those who can be relied on to spot an error or issue. Their unique approach could be exactly what you need to grow the business. If you want to find out more, I recommend reading the results of a CIPD employer and employee survey* on the impact and experiences of becoming a neuroinclusive workplace. What is Access to Work? All employers are expected to make reasonable adjustments to break down the barriers that have traditionally prevented diverse individuals from entering the workforce. It is important to try to accommodate an employee’s request for equipment or flexible working arrangements that make the workplace accessible. The bonus is that these adaptions may also benefit other employees or customers. However, if an accessibility request extends beyond a reasonable adjustment, it is worth exploring whether the employee meets the criteria for an Access to Work grant. If eligible, this can be spent on specialist equipment or support services that the individual needs. The support services include a neurodiversity mentor. There is an Access to Work Guide for Employers if you want to find out more. Building Workplace Diversity with Mentoring So, mentoring is an effective tool in helping any employee to adjust to a new role, address challenges and discover how to effectively apply their talents. Leadership mentoring is an asset to new managers, but a mentor can also support diverse employees to adapt to the work environment. As a trainer for Neurodiversity in the Workplace, I understand the value that an inclusive work culture can bring to individuals and companies. Coupled with my experience as a mentor, I can provide tailored support to help new team members to thrive. So, if you are working on becoming a more inclusive business, get in touch to discuss how I can help. * https://www.cipd.org/uk/knowledge/reports/neuroinclusion-at-work/

Mentoring, Coaching, recruitment, Training

The Importance of Self Awareness in Leadership

/

Are you a great leader with the skills and abilities to drive change, motivate the team and deliver growth? Most leaders believe they have the intelligence, aptitude and expertise for success. The question is, does the team you lead agree? In this article, we explore the importance of self awareness in leadership. Leadership Skills & Self Awareness It takes a healthy degree of self-confidence to reach a position of leadership. You need to be assertive, assured, driven and bold. Yet this can easily tip into the realm of an inflated ego. Then you become a leader who believes you know best and your decision is always right. So, are you self aware? By that I mean do you have a clear understanding of your skill and skill gaps? Are you honest about your impulses, motivations and personality flaws? Is your estimation of your abilities in line with reality? In research on the correlation between self-efficacy and work-related performance*, scientists Stajkovic and Luthans identified common traits in leaders. The research suggests that leader’s perception of their abilities in complex tasks was widely mismatched with reality. When it came to handling conflict, mentoring others and creative thinking performance fell short of self-estimation. Leadership Roles Stand You Apart Part of the reason for an inflated ego is that the leadership role sets you apart. You’ve earned your position and others have invested in you to take the helm. They are confident that you will make the right decisions, implement change, drive growth and succeed. So, you must be better than others. Can you admit that someone else in the team is more capable or has a better suggestion? It’s a risk, that might be viewed as a sign of weakness. So, you have conviction in your decisions and persuade others to follow your path. It’s easy to become blinkered and block out challenges or alternative perspectives. Yet, the leaders who stand apart are those who understand their team. They are curious and keen to recognise the skills, experience and motivations of the workforce. And, they work especially hard to understand those who are different to them. For example, how to encourage introverts to share opinions or how to manage neurodiverse employees. In short, it’s inspiring every individual to use their skills to contribute to a vision and achieve the desired outcomes. As such, leadership success is reliant on emotional intelligence, collaboration and a genuine interest in others. Gain Self Awareness from Others If we can’t rely on our judgement, how can we gain self awareness? Research conducted by Conelly and Ones, in Another Perspective on Personality** suggests we need to ask others. Their study showed that gathering feedback on performance was much closer to the real picture. Now, in most workplaces, leaders conduct appraisals and other feedback on the performance of team members. However, it is far less common for the role to be reversed. So, when was the last time that you asked for honest feedback from those you lead? The next question is, how can you be assured that they will be honest? We all fear negative consequences if we are truthful and speak up. Even with ‘anonymous’ feedback methods, there are ways to work out who said what. The Benefits of Leadership Coaching The issue of trusting employees to give honest feedback is one reason why leadership coaching is an effective development tool. As a coach, I help build skills, strengths and confidence, yet I also challenge unhelpful behaviours and actions. My role is to hold people accountable and if a point is avoided or dismissed, I’ll address it again. My role is to be honest. As part of this, I equip leaders to reflect and consider what could be done differently, so they don’t get stuck. The coaching process builds self awareness and I believe this is an essential leadership skill. I’m not alone, researchers have shown that a high level of self awareness equals high levels of individual and organisational performance. This is one of many points raised in The Role of Self Awareness in Developing Effective Change Leadership*** by Higgs & Rowland. Let’s be clear, no individual excels in everything. We all have as many weaknesses as strengths and there are tasks where others outshine us. There are days when things flow and days when nothing goes right. Equally, there are people that we get and people that we struggle to understand. Admitting this is not a sign of weakness and it does not diminish your skills as a leader. It’s the starting point for personal and professional growth. Putting Self Awareness into Action Gaining self awareness, through team feedback or leadership coaching is one step. However, it is only of value if you use this insight. The aim is to alter your attitude, adapt your behaviours and learn from experience. The process should also help you identify and develop the skills, behaviours and achievements of others in your team. This is the route to great leadership that benefits the team and organisation, as well as yourself. If your goal is to excel as a leader, my coaching service offers the focus, insight and accountability to ensure personal growth and professional success. Sessions are tailored to your requirements, so email me or call 07775 624724 to discuss. * Self-efficacy & Work-related Performance **Another Perspective on Personality *** The Role of Self Awareness in Developing Effective Change Leadership

Designed for Learning - a group of people sitting at a desk learning from a trainer
Training, Coaching, recruitment

Designed for Learning

/

The value of training and development comes when the knowledge is received, retained and applied. To achieve this outcome, we need to ensure that our training resources and programmes are designed for learning. So, how can we nurture learning and encourage its application? Outcomes Focused Training & Development If you asked me to deliver training to your team, I would ask what outcomes you want to see. That’s because the purpose of training is not the event itself, but the changes that occur after. Therefore, my role is not simply to impart knowledge, but to also encourage engagement. I need to connect delegates with the subject on a level that motivates them to apply it. To achieve this, I undertake research in the neuroscience of education. When we understand how the brain works, we can use this cognitive insight to ensure that our training materials and approach are designed for learning. “Education is about enhancing learning, and neuroscience is about understanding the mental processes involved in learning. This common ground suggests a future in which educational practice can be transformed by science, just as medical practice was transformed by science about a century ago.” – Report by the Royal Society, UK, 2011 Factors Impacting Learning Many factors impact our ability to learn. They include our recent sleep pattern, our health and our priorities on that day. If we’ve been told to attend, we are less likely to embrace the experience than if we chose to be present. These factors are out of the hands of trainers, however, there are things that we can do to influence positive engagement and information retention. Understand the Audience To make the training relevant, it is crucial to know your audience. We need to build on their current level of expertise and have a picture of where the learning will be applied. Equally, what is their motivation for being on the course and their desired outcomes? Pre-event discussions or questionnaires allow you to tailor the training for the delegates. Consider the Training Environment The place in which you train has an impact on how people feel and behave in the session. As an example, a stark room can make the training feel like a punishment to be endured. Delegates might recall strict teachers and negative experiences which make them fearful of speaking up and getting something wrong. Even when you are allocated a stark room, think about ways to improve the atmosphere. I recommend you maximise natural light, play background music and add colour. Depending on the course, I might leave tactile resources on the table or pose a thought-provoking question before the start of the course. These steps help to set a more relaxed and inquisitive training environment. Repeat Key Information Neuroscience tells us that repetition aids memory. We struggle to retain information that we only encounter once. And, as a trainer, choose what you put on repeat to ensure the key points are remembered. However, that doesn’t mean endless reciting of the same facts or information. Spacing is a technique that helps us commit knowledge to long-term memory. Rather than an intense blast of information, spacing revisits key points at various times throughout the training. So, you might present key information in an infographic. Then, reiterate the point with a case study video. Later in the training, revisit with a group activity or discussion. Recap in the end-of-session summary and include in materials given to delegates to take away. Promote Active Participation Neuroscience informs us that passive listening is not an effective learning strategy. Just listening to information or instruction results in low retention levels. For this reason, as trainers, we need to consider ourselves as facilitators. Our role is to encourage action through discussion, debate and activities. Draw out opinions, gather feedback and build in practical elements. Whenever possible, let the delegates take the helm. Designed for Learning Acronyms I recently came across an acronym, LEARNERS. Created by neuroscientist, Stella Collins, it clearly defines the key steps I take when planning a training session: L – Link training to what the delegates already know E – Emotional content creates memorable connections with the learning A – Anchor the learning into everyday activities to make it relevant R – Repeat key information to embed learning N – Novel approaches stand out, so embrace multi-sensory resources and unique delivery E – Exercise aids cognitive activity, so get people moving R – Recovery – the brain needs time to process learning, so questions may occur after the event S – Stories help delegates relate to the information and its application Although every delegate has a unique way of thinking and processing information, these points are known to improve learning. Whatever the delegates’ learning preferences or neurodiversity, LEARNERS will increase the chance of information being retained and recalled. Another useful acronym is SCARF. This highlights factors that improve learning from the delegates’ perspective: S – Skills improvement needs identified by the delegate and matched by the trainer C – Clear structure and certainty about the course content is provided A – Autonomy; given some choice or control during the session R – Relatedness, meaning the trainer is personable and delegates can connect to the information F – Fair treatment of delegates – everyone has an opportunity to contribute without judgement I find it useful to consider how I can meet these requirements before each training session. Pre-event information is just one step to help set the training off on the right foot. How to Design Training to Boost Learning & Application Neuroscience research can help us understand meaningful ways to impart knowledge. What we know is the value of training is increased when delegates are engaged in relevant, emotive and active learning. With a focus on outcomes, I apply this insight to my courses and feedback suggests it is an effective approach. Contact me to discuss the training needs of your team or for more details of my Training for Trainers programme. * https://www.cipd.org/uk/knowledge/reports/learning-at-work/

two people sat at a computer
Training, Coaching, Mentoring, recruitment

Workforce Planning: How to Futureproof Business

/

As we enter a new financial year, you’ll be allocating resources to keep your business operational, competitive and profitable. As part of this process, it is important to consider your workforce. As one of your greatest assets, where do you need to invest to engage and empower employees? Taking Stock with Workforce Planning The start of a new financial year is the ideal time to take stock of your workforce. As with any other asset, you need to be certain that you have the right people, with the right skills, in the right place to meet evolving business demands. This doesn’t happen by chance, it requires an assessment of the current situation and mapping out what is needed to futureproof the business. Then decisions can be made about investment in learning pathways for staff, along with redundancies and recruitment. The following questions can kickstart your workforce planning process: So, what actions are required to best meet the short and medium-term business objectives? This process will likely highlight a common issue of skills gaps. Many industries are struggling to find employees with the necessary expertise and experience. This isn’t just a challenge in the UK and without a change of plan, there will continue to be a void of talent. Underinvestment in Training & Development Raising the Bar*, a report by the Learning & Work Institute, revealed insightful research on training. It suggests that investment in employee development dipped in the financial crash of 2008. This is understandable, however, it has never recovered. What’s more, UK businesses now only spend around half on training and development as their counterparts in France and Germany. It’s clear that the budget for upskilling teams is not a priority and yet, most employers report skill shortages. What’s more, employees are actively seeking out companies that offer career progression. And, those business that are proactively investing in professional development report increases in: Doesn’t that sound like a strong return on investment? These are some of the reasons that the British Chamber of Commerce states that investment in skills is vital for business success**. Why Hasn’t Upskilling Been a Business Priority? We’ve had years of unexpected changes. As a result, your businesses may have experienced difficult financial decisions. Have budgets been spent on reacting to the latest challenges, rather than workforce planning? And yet, you may have identified the need to invest in training and development, even if that plan has not been actioned. In addition, during times of uncertainty, there is a fear that you’ll invest in upskilling employees and they’ll move on. As a result, that money and time is wasted. However, I’d like to argue that if you don’t value and invest in your employees, there is no reason for them to stay. Isn’t it time to elevate their skills and potential and reap the rewards? Establishing a Pipeline of Talent Even if there are no immediate training needs within your team, you can make plans to futureproof the business by considering the pipeline. When your top talent moves up, on or into retirement, who is lined up to step into their shoes? There may well be individuals in different roles with potential and interest in other areas of the business. As such, training and mentoring could open up new avenues for them and build your pipeline of talent. This reduces the risk that expertise or systems falter when a key player is lost. Options for Developing & Embedding Skills Skills development can take many forms. For example, I provide structured leadership training and mentoring programmes, tailored to individual and business needs. In addition, I see incredible value in enabling employees to access micro-training resources. These include modular online learning, podcasts, webinars and mentoring sessions delivered by colleagues. If some team members are trained, encourage them to share the learning. They can impart knowledge or insight in a presentation, demonstration or discussion slot in a team meeting. This can increase the value and inspire fresh thinking about how things are done. If your workforce planning has identified development needs and you are committed to futureproofing your business, get in touch: info@suegarner.co.uk. With an understanding of your desired outcomes, I will recommend options that best fit your requirements and budget.! * https://www.cipd.org/uk/knowledge/reports/learning-at-work/

people sitting working together
Training, Coaching, Mentoring

Training & Development That Delivers Value

/

Is your industry struggling to fill vacancies, retain employees and have adequately skilled teams? These issues can be addressed through training and development. However, there remains a reluctance to invest in valuable training, why is this? We Haven’t Enough Time for Training & Development When I talk to business owners, one of the reasons given for not providing a training and development programme is lack of time. This was also identified as a barrier to learning in the 2023 CIPD Learning at Work* report. I don’t believe time is the issue. Firstly, when training and development offer the knowledge, insight, resources and support that individuals and organisations need, we make time for it. Secondly, modular and bite-sized training makes it possible to allocate as little as an hour a month to develop skills and knowledge. Is this idea of time limitations based on the idea that all employees need to participate in an annual training day or attend an industry conference? Whilst those events still exist, these are seldom the best ways to learn. Creating a Learning Community In a recent Masterclass, I shared ‘5 Key Learning Trends for 2024’. One of these is the shift towards learning communities. Insight reveals that employees value private, online communities of direct relevance. These member-only groups are viewed as a safe space to connect and learn. An online community inspires open discussion, problem-solving and the sharing of good practices. As such, it is a supportive learning environment. Equally, members gain access to insight and resources that aren’t available to the general public. Although structured, these online groups respond to what members bring to the table. My Premier Training Club focuses on supporting in-house and freelance trainers. However, there are learning communities for an expansive range of roles and industries. So, find one that relates to your field of interest! Learning Communities: A Solution for Corporate Trainers As a trainer, creating an online community offering could increase learner accessibility. A Goldman Sachs survey revealed that 50% of people have valuable knowledge which could help educate others. Of these, 28% of these were considering starting an online learning platform. If you are one of them, my recommendation is to map out a members-only community offer! A learning community typically features a regular virtual training session and open discussion. Prepare a theme, yet be willing to be flexible. If members are keen to pursue a particular point, it makes sense to adapt and give this more air time. In addition to group sessions, give members content to access at their convenience. You could include e-learning modules, podcasts and guides. Learning Communities: A Solution for Employers As an employer, have you considered online communities as a practical way to equip your employees with knowledge and resources? This could be far more affordable and valuable than a training day or conference. That’s because your employees don’t want to wait a month or two to attend a course. Instead, they want support now. Have you previously considered online communities as a training resource? If not, I assure you that this is an untapped opportunity for upskilling your team. The key is to research existing and new groups. Find ones that align with the company’s goals and desired learning outcomes. Who are the thought leaders in your field and can they contribute to employee and business aspirations? Measuring Training Outcomes Unlike a training day, membership groups may run for several months or be ongoing. This helps embed learning and address issues that may arise in the process. As such, it is likely to result in improved performance and productivity. These are outcomes that drive impact. On the flip side, your employees are unlikely to get an attendance certificate. Equally, it isn’t straightforward to tick a box and say they’ve completed a training course. However, these means of measuring training and development are not meaningful, so let them go! In Summary We have a national skills shortage in many industries that needs to be addressed. Online learning communities provide a practical, accessible and meaningful opportunity to share knowledge, insight and best practices. As such, they can drive employee performance. If they haven’t been on your radar, get researching, as this is a growing trend for 2024. And, if you would like to discover the other key learning trends, or discuss joining my Premier Training Club, contact me! * https://www.cipd.org/uk/knowledge/reports/learning-at-work/

Gain trust in the workplace, two men shaking hands
Training, Coaching, News

How to Gain Trust in the Workplace

/

Who can you trust? Technology is being widely adopted to drive workplace efficiency and innovation. Yet, recent studies show that the impact of automation is a decline in trust. In this article, we discuss why trust is essential to business success and what leaders can do to ensure it remains a core value. Do Employees Trust Managers? In 2023, the Index of Leadership Trust* recorded the lowest levels of trust in line managers in the 5 years that the survey has been conducted. Inconsistency in decision-making was one of the many areas identified as the cause of the trust deficit. Then, in January, the latest Edelman Trust Barometer** was published. This indicates a lack of trust in company leaders, global powers and the media to act in the public’s best interest. The report suggests a general view that society is changing too quickly and not in ways that benefit the individual. Distrust was highest in employees within the lower income bands who feel that managers and politicians are disproportionately paid and driven by greed. What’s more, there are concerns that the rapid pace of innovation means that new solutions are not properly managed or sufficiently evaluated by experts. Equally, the research, reasons and recommendations are not widely shared. In short, it’s a sense that things are happening to us, rather than us having any say, control or choice. Does Trust Matter in the Workplace? In every work environment, productivity is the buzzword. We want to increase output to remain competitive and maximise investments. So, with promises of streamlined processes, it is no wonder that technology is embraced. However, there is also a strong correlation between trust and productivity. Yet, trustworthiness isn’t a skill that is actively sought out in leaders and it is difficult to quantify, so all too often it is skimmed over. In a workplace without trust, employees will do what they are legally and contractually obliged to do and little else. What’s more, to protect their interests, they will keep ideas, information and resources to themselves. Conversations are guarded and the focus is on getting to the end of the shift. In contrast, a work culture built on trust sees employees willing to contribute their skills, strengths, time and energy to group success. The attitude and behaviours are collaborative, motivated and considerably more productive. People are willing to speak up and branch out because they are confident in taking risks and know their views count. Managers V Leaders: It’s a Matter of Trust Trust is the difference between a manager and a leader. As a manager, your role and responsibilities have been agreed with the organisation. You may head up a team, but that doesn’t necessarily mean that you lead them. In contrast, a leader may not officially hold a management position. However, they have established a relationship with the team. They engage, include and inspire. Others trust them because they consistently demonstrate integrity, competency and genuine interest in the people around them. Leaders empower others. They notice each individual’s strengths and achievements, they challenge and develop talent and they are open to involving the team and keeping them informed. They are reliable and fair; a person trusted to turn to for expert advice, problem solving and support. How to Create Trust in the Workplace Trust is dependent on strong leaders and an inclusive work culture. It takes time to establish and can be easy to lose. It is such a valuable component in business success, so it is worth the effort. Listen to Understand An important aspect of building trust is spending time listening to your employees. What are their motivations, their skills and their underutilised talents? What are their perspectives, values and preferred ways of working? This insight is invaluable in having meaningful conversations, engaging employees in shared goals and delegating responsibilities. Involve the Team in Decisions Equally important is collaboration. You have organisational goals, but how do you get team members to buy into them? Firstly, share the desired outcome and invite suggestions on how this could be achieved. Explore ideas and encourage questions and developments. Thank people for what they bring to the table and put their ideas into action. Trust your Team Another point is that trust is mutual. Your role as a leader is to empower, not micro-manage. You have to believe that people will meet your expectations. So, get ready to relinquish control and accept that there are some things that they can do better than you. “The trust of the people in the leaders reflects the trust of the leaders in the people” – Paulo Freire If individuals take advantage of a more hands-off approach, their behaviour and attitude have to be promptly addressed. They need to be held to account. This is a significant factor in maintaining both motivation and trust in a leader with the rest of the team. Be Authentic People do not expect leaders to be perfect, but they want them to be honest, so break down the façade and be authentic. For example, you can: If the leader is authentic, it creates a culture of psychological safety, which drives job satisfaction, staff retention and low absenteeism. Invest in Trust When employees trust the organisation and leaders they are working for, they are likely to be self-motivated, collaborate with colleagues, contribute and embrace challenges. This drives productivity as much as the latest technology. For this reason, I believe businesses need to invest in leadership skills and building trust as much in digital advances. Contact Sue Garner to discuss your training needs  *https://www.managementtoday.co.uk/%E2%80%9Cstory-stagnation%E2%80%9D-leaders-failing-grow-trust-says-report/indepth/article/1828090 **https://www.edelman.com/trust/2024/trust-barometer

Shopping Basket
Scroll to Top