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Learning Strategies Ltd

Visionary Leadership - Managing Resistance

10/11/2017

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“Keep on Keeping on……”.

No I don’t know where the statement or song lyric originates but it perfectly sums up how I feel about change.  You have to get off your ass and lead it – don’t expect it to manage itself.  You just have got to keep on doing the right thing rather than just talking about it and doing nothing, or finding excuses.  That means Leading the process and disrupting resistance.

Two Types of Resistance

Passive and active resistance are the barriers that stop you Leading change.  Most people who oppose change are passive, and say one thing but think or do the opposite of what is required.  Active resistance is easy to deal with because it’s out in the open – but most is private and occupies too much time on the grapevine.  The majority of change is passive and negative.  People hide it – voice it privately to like minded people but put on a public face of being in full support of whatever it is you are trying to improve.

Nature of resistance – what to look for

The nature of resistance is that, generally speaking, we do not experience it actively and publicly.  Its presence is often displayed covertly, even passively.  If resistance was displayed in a very forthright manner we could deal with it logically, the same way we would deal with most problems.  But resistance often shows up in different and unexpected ways.  You may have many staff involved in a change project who are making all the right ‘approving noises’ but underneath this exterior face of compliance lurks other dark forces in terms of personal motivations and agendas.

Say one thing, do another

If you are going through any major change now, you will be able to identify those who passively resist those who speak their mind.  For instance, in the average organization, I know that the population in the overall management group may tell you they are 100% committed, but they are not.  The management group may be as little 15-20% who demonstrate a positive commitment, with ‘early adaptors’ wanting to move forward but being held back by their colleagues who are not advocates for any form of improvement beyond their current comfort zone. 
This is an exercise for you.  Consider if people fall within the following categories.  The first three categories below only occupy about 6-10% of the average management group in organisations.

Type 1: Change champions – very few managers reflect this style – 1-2%

Type 2: Early adapters – they take a little longer to come on board but they are positive 2-3%

Type 3: Late adapters – longer to join the group 5-8%

Type 4: Fence Sitters – One day they are for it next day they are against it.  They have to be continually convinced that it’s the right thing to do.  This is where the majority fit – maybe 50-70% of the organisation

Type 5: Resisters – for whatever reason they do not commit, are pessimistic, and do little to demonstrate real support - maybe 10-15%

Type 6: Saboteurs or Terrorists – actively fight against the changes – maybe 2-3%
So how does your organization stack up?  Are you one of the lucky few who have a group of managers thirsty to lead and implement change, or are you limping behind, peopled by managers who are pessimistic, negative and waiting for others to take action?

Change is after all about managing personal motives and agendas

We often find that an organisation’s senior managers commit to change but don’t do it 100%.  Instead, they commit to what suits them and their own agenda.  Well sorry, that’s not what it’s all about.  Maintaining and enthusiasm for change even when the going gets tough is what characterises management teams who lead successful organizations.  You cannot be luke-warm to change, either you are for it or you are against it.  There is no in between state.   It’s a lot liking being pregnant – either you are or you are not.
Tough Love – You have to Lead change
Without Leadership there is no change.  Commitment as a process is all about navigating a steep learning curve.  Some days the journey will be positive and pacey, you visibly see progress and you are making forward leaps.  Other days you seem to be wading through treacle, and on other days you are taking steps backward.  You can only lead the process.  You either lead change or you don’t.  You cannot administer yourself through the process.

Stop talking a good game – do something that makes a difference

Only recently I have been working with several organisations’ top teams asking them to commit and take well thought through and brave action.  When you want to measure Leadership, commitment don’t ask for opinions and support you ask them to do things and demonstrate their commitment with action that moves you forward.

Action Planning

I love it.  Too many talk, few act. Set action plans and monitor the heck out of them.  Do not reinforce bad or non-compliant behaviour with indecision.  Use sanctions.  Why set boundaries and new behaviours and then ignore poor performance.  It does my head in.  Find managers doing the right thing and reinforce good behaviour.  Deal with poor performance.  If you are endorsing poor performance, and psychologically setting even lower performance standards, that will become the norm that others can follow.

Resistance to Change

You know, I am often asked to design and deliver a change strategy but before I can do it I have to deal with resistance to change and get some movement in the management group, starting from the top.  You have to move their mindset from ‘stop and prevaricate’ – to ‘decide and act’.

All people are Boss Watchers

We forget that others watch and observe what the management group commit to doing.  People focus not on the words and management mantra, but the deeds that flow from leaders and managers.

Accept that Resistance will be the ‘Norm’

It will be the norm but don’t accept it as the norm.  Reframing the concept of resistance as ‘natural’ is a good way of looking at it.  Consider ‘resistance’ as a form for positive change.   If you can predict ‘how’ people will resist the flow of your good ideas from theory to practice, then you may be in the process of formulating a blue print for change and Leading for the future.  More importantly, you want to develop a strong and powerful Leadership process and programme, and please make sure it is tailored to your organisation and the particular demands and constraints of the business.

Be brave and reject standard Leadership programmes

Reject the off the shelf package.  You have to identify the behaviours currently displayed and those you want to see practiced in the future.  Then devise strategies to close the gap.  All change depends on behaviour, so it’s a good idea to start with behaviourial change.  We can enable you to do that.

If you want to find out more, have a look at this article published in the Chartered Institute of Management Services Journal 2015 entitled “Without Leadership there is no Change” – here is the PDF download below.  And if you want to find out more email me direct Philip@philipatkinson.com

One final comment – one CEO asked me for a piece of advice for Leading change.  I was happy to supply the answer.  “Start sooner”



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Shaping the Acceptance of Change

18/10/2017

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You get the quality of staff you deserve

If you are serious about bringing about significant, lasting and sustainable change, you have to be able to smooth the path and support the key people, usually the senior management group, to take some thoughtful risks, while at the same time removing any fear that if they fail, they will be punished in some way.

Invest in your people

If you don’t invest in your top people how can you expect them to lead the process of change.  They cannot acquire these change skills and mindset by osmosis, through YouTube, reading a book, or attending the infrequent and ill-designed ‘catch all’ training course.

Change or face the Consequences

In recent times I have worked with several organisations that have had no alternative but to bite the bullet, restructure, improve core systems and processes or face the consequences.  But how do you do that when management groups have never been exposed to real change? – especially if they have been protected, for instance if they reside in the public sector.

Change is not delivered by Magic
 

If management groups have never had to bring about successful change, how can we expect them to deliver that change?  It’s not like they can magic it from somewhere or quickly develop superior change skills after having a lifetime of under investment in their professional and personal development.

Transactional rather than transformational leaders

Critical to any change process is the ability to lead change.  Without leadership, the organisation will continue on its current path.  At best, many management teams have been equipped with what we call transactional skills to become better at what they do, which is managing operations functions and silos – usually in the short term.  What is really needed is equipping all your key people with transformational change skills which enable them to start to think strategically and recognise that their role is to focus on improvement and operating at the next level.

You have to move them through the Mindset of ….

I won’t do it…to
I cannot do it… to
I want to do it…to
How do I do it…to
I’ll try to do it.. to
I can do it…to
I will do it… to
Yes, I did it…

To find out more about how you can develop the core competency of organisational change, you can access this recently published article from the Chartered Institute of Management Services.  Reading through this will give you the confidence to move staff from…I won’t…….. to “I did it”.
​

Please email me to discuss how you can make this work in the real world Philip@philipatkinson.com  

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Learning Package: How to become a well paid Consultant, Business Adviser, Coach or Trainer

17/12/2016

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I have created a series of videos on Managing Change and my most recent one is this 110 minute video package is ‘How to become a highly paid Consultant, Business Adviser, Coach and Trainer’. It currently has over 1,300 subscribers.
 
It is for both those who work as in house Consultants, Trainers and Coaches as well as for those who want to run their own businesses.  The special Christmas offer is $57 with life time access and a 30 day guarantee refund – the usual cost is $155.

Its composed of ten short videos and accompanied by a series of PDF downloads and for now until 31 December I am giving away discount coupons.   After that it goes up in price to its usual $155. 

It really is straight talking and focuses on many things that consultants, trainers and coaches fail to do…… like developing real rapport with the client, rehearsing their pitch, viewing themselves as a valued brand, selling their USP, focusing on benefits of their services, how they impact a client’s bottom line  and rehearsing for client interviews.  If you would like to look at it – here’s the coupon below – just register with Udemy.  Here’s the coupon.
https://www.udemy.com/become-a-highly-valued-consultant-adviser-coach-or-trainer/?couponCode=HIGHLYPAIDCONSULTANT


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Do you dream of working for yourself and becoming a highly paid Business Consultant in Business Transformation?

30/7/2016

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Do you want to become a highly paid Business Consultant?  We can support you in providing the competencies, skills, qualification and certification to guarantee that you and your expertise will always be in demand by companies who want to recruit the best change makers.  We can provide you with those skills to bring about organisational change and create your own consulting business.

Business Transformation

You probably have some background in bringing about change whether you work in learning and development, risk assurance, internal audit, quality assurance, management services, internal consultancy, IT, procurement, HR or general management.  You may well have seen how badly change programmes have been introduced in your own organisation and have your own views on how these could have been improved.
You are aware that many organisations are committing their energies to gain a competitive edge, and this isn’t just confined to the private sector.  Increasingly, more and more public sector organisations are focusing on getting closer to their customers, consumers and end users meaning they have to rethink and reshape their organisations, teams and people.

Capability to Change – An Opportunity

The typical organisation does not have the capability or people to bring about these needed changes.  Most organisations don’t want to carry the overhead to bring about change and they are always looking in the marketplace for new entrants who have the proven record and skills to support them in driving that change.

This is what I have done for the last 25+ years – working with leading ‘blue chip’ companies and large public sector bodies and charities to bring about that change.  It is a thrilling and challenging career and way to live your life.

The Opportunity

I have developed a Learning Management System which enables people to study part time to gain their Lean Six Sigma OD Yellow, Green and Black Belt to ISO certification standard ISO15035.  This will enable you to use the best strategies, tools and techniques to bring about change in all variety of organisations.

Coaching & Feedback

You can work through the materials at your own pace, submitting course work and have individual Coaching delivered to you.  You should be able to progress quickly through the Belts to Black Belt Standard.  You are probably aware that Black Belt Lean consultants and facilitators can regularly earn £80k + p.a. as employees, and much more if you run your own business.
 
Learn at your own Pace

We can provide the Learning and development required to become a Yellow, Green or Black Belt and start you in the right direction.

We go way beyond traditional Lean training, and focus on the service rather than the manufacturing sector – so our training will equip you to work in a variety of industries be they the private, public or the third sector.

We are offering generous discounts only in August 2016, and if you have your own business or are self-employed (in Scotland) you will also be able to access as much as 50% funding through Skills Development Scotland (SDS).  We can talk your through the process.

If you sign up in August 2016 you will also gain access to our 3.25 hour Learning Video Package – ‘Influence Anybody Anywhere’ (12 videos and PDF downloads).  This video package is vital in building the requisite self-confidence and skills to become that highly valued and well paid Business Consultant.

Fees excluding VAT

Yellow Belt £900 - offer £600 plus 50% SDS funding if applicable + VAT
Green Belt £1750 offer £1000 plus 50% SDS funding if applicable + VAT
Black Belt £2,500 - offer £1500 plus 50% SDS funding if applicable + VAT

Taking Action & Shaping Your Future

So what do you do?  You will probably want to look through our approach here and detailed the curriculum here.  Many of our techniques and approaches are contained in the articles which can be obtained here.

If you have any queries please email direct or phone me on 07779-799286.

Good luck in shaping your future.

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Master Your Potential: Your Best Year Yet

5/5/2016

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This Spring I have spent a great deal of time developing new programs and, in particular, Video Training programs which I am delivering on a number of platforms.  To test the content and get personal feedback rather than a formal review I am offering a number of free coupons with access to the program and courses.

Your Best Year Yet

For a limited time you can sign up for the initial program and this is free with a life-long membership which includes updates and additional videos.  Now, if you find them of value you may want to pass the codes to your colleagues and staff but the free coupons are only available for a short time.

Applicable for every high achiever

The course is applicable for managers in business or those who run their own entrepreneurial enterprise.  The program is equally applicable to the young new manager or recruit, or the seasoned professional who is looking to refresh their thinking.
So if you’d like free access to ‘Mastering Your Potential – Your Best Year Yet’ please sign up with Udemy and use this code  https://www.udemy.com/master-your-potential-create-your-best-year-yet/?couponCode=First+Freebee or click here for Free Coupon

The programme is a series of high quality videos lasting for a total of 75 minutes with PDF downloads.   At the end of the program students will:
  • Have developed a road map and strategy for shaping who they will BE, Do and HAVE
  • Understand and be able to positively influence the four component parts of the ‘Achievement Cycle’
  • Design and tailor the ‘Achievement Cycle’ to match their life circumstances, aspirations and ambitions
  • Be more entrepreneurial in outlook and mindset, and be prepared to take responsibility for their future
  • Define Goals in the 8 core areas of their life
  • Work on eliminating personal self-limiting beliefs and replace them with empowering ones
  • Be in control of circumstances and how they manage their time to achieve results
  • Focus on HOLISTIC goal setting
  • Understand that success resides in taking personal responsibility, and developing their own personal Achievement Log
  • Develop a positive and structured approach to Life planning
  • Have learned how best to create and manage their future
  • Developed a discipline to pass onto others such as business partners, peers, colleagues, life partners, family and friends

I am very happy for personal feedback rather than asking for formal reviews.  Let me know what you think.

Email Philip  

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Hunting for, Prospecting & Acquiring New Business

12/12/2015

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This is an interesting metaphor. I have been looking at the Conference and Training facilities at Edinburgh Zoo for an event I have coming up in 2016. Looking around the Zoo I focused on the big Cat enclosures and witnessed the behaviour of Tigers, Lions and Cougars. And then my imagination started to run away with me.

Are you the hunted or the hunter?

On the African continent each morning a Lion awakes. If he's hungry he knows he has to go hunting. He knows he must out run the slowest gazelle or his family will starve.

​Every morning in Africa a Gazelle wakes up. He knows he must out run the fastest Lion or he will be killed.

How does this apply to you and your relationship with your customers?

It matters not whether you're a Lion or a Gazelle…when the sun comes up - you better be running.

It matters not whether you are an established business or a small start-up, you all require customers. Without customers there is no business activity.

This issue is not industry or sector specific. And you don't have to be a genius to apply it to your own context and your own enterprise.

What about building new processes to attract new customers and forge new partnerships?

The business world is changing and moving faster than ever before. The demands and the need to change is a 'constant driver' and a wake-up call for many. What is new and happening this year will be outclassed and commonplace in a year's time. What novelties we can implement this month, this week and today will be available to our competitors next month, next week and maybe even tomorrow.

Are you hungry enough?

Think now! Predictably, every day when the dawn rises on the horizon it is a good idea to be up and running towards new business opportunities.

You may have to 'encourage' them away from competitors, acting, thinking and being at least three steps ahead in market intelligence, predicting new innovations and trends - exploring new routes to market and new customers.

What does this mean for your business decision-making?
  • Are you geared up for running when the Sun rises?
  • Are your associates, teams, leaders, and business partners equally prepared to start the hunt?
  • Can you rely upon your supply chain to delight existing and prospective customers?
  • Do you have customer-centric processes ready in place to transact new business to delight your customers?
  • Have you segmented your clients and customers to appeal to their strategic imperatives? How can you contribute to help them to start working together to achieve those objectives?
  • How can you help your clients and customers to run steadily and without faltering to achieve their objectives?
  • Note, that some of your customers simply can't or don't want to run. If that is the case can you coach them to jog towards some of their objectives? With confidence in jogging comes the ability and stamina to take longer strides and with that, leaps of faith. You can coach your customers through this process.

If they are not running to shape your future what lurks in the background that could impact your business for worse?

Consider if you are not propelled forward jogging, running, sprinting when the Sun comes up will you be the hunted instead of the hunter?

 
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How to Control Your Mind: Make it Your Best Year Yet

1/4/2014

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It is now Spring.  The New Year is behind us and with it must of our New Year Resolutions are a thing of the past.  This is just the right time of year to start rejuvenating our gaols and exercise our passion and confidence for personal improvement. This time of year I focus on planning for new and existing clients as well as agreeing what writing I will commit to achieve before the end of the year. 

Already there are work challenges to overcome but the one that bothers me is the negative attitude of too many people in business.  It’s not me, it’s all to do with other people.  Why are they choosing ‘gloom and doom’ instead of focusing on shaping the future the way they want it to be?   Why is there still so much Pessimism about when we see growth everywhere?

Banish Negative Thinking

It worries me. Pessimism in management circles is starting to be a contagion.  The anticipation of what could happen is getting out of all proportion to what could happen in our economy.  It is a bit like fire-walking.  Trust me, I know because I have done it many years ago.  My daughter can also confirm this after she successfully did a ‘fire-walk’ just recently at a company training event. 

Like fire-walking, this year and next year will be more than an interesting challenge for us all but anticipation of what could happen is far worse than what will happen. It really is just like fire-walking.  So let’s get on with it, adopt a much more positive attitude and start planning and putting our best foot forward.

Make this Year Your Best Year Yet

I spend my life running workshops focusing on life and business planning and change.  I had organised a ‘process’  ‘texts’, ‘training materials’ and workshops for this and next year entitled ‘Make it Your Best Year Yet’.  I have run many events like this many times, for companies in financial services such as VWFS, Mortgage Express as well as others in the public sector as part of a themed series on ‘managing change in difficult times’. 

Let’s be clear about it now. There were difficult times in the 90’s and the early years  and from 2005 onwards.  We will experience even more difficult times in the future.  But what gets us over the barriers and challenges exists between the ears. It is all to do with attitude.

New Book: "How to Control Your Mind?"

The danger is that if you overly dwell and focus on the negative aspects of ‘what might happen’ in the economy, that’s what you will attract.  Likewise, if you focus on the good things you will find them eventually. Research tells us that, in terms of personal motivation, an optimistic positive approach is associated with people who are high achievers.  Because they spend so much time looking for ‘abundance’ it’s difficult to not to attract relationships, business and clients with the same mindset.

That’s what has driven me to write my latest book to be published in September 2014. The book is the culmination of years of research, personal experience in goal setting and achieving and generally witnessing and driving change with people and their organisations. 

My Kindle publication will be launched in July 2014 with the full title of my book is ‘How to Control Your Mind: Mastering Your Potential’.  My other books have been management texts but this book is written as a modern day parable with the main character utilising some of the most powerful ‘mind tools’ to shape his future the way wants it to materialise them.

Free Downloads on Mastering Potential

If you are interested, please email me for links to a website which will be up and running and include lots of free downloads – so you can use the approach to shape your future in 2014 and beyond.  Even if you don’t have a Kindle, you can download it to your iphone, iPad, PC or laptop.

The Media & Negative Breaking News

One piece of advice before you read the book and yes, I am being serious.  My good friend Alan Steel, the wise Investor, and head of Alan Steel Asset Management agrees with me on this one. If you want to get the most from 2014, stop watching TV news and reading the newspapers.  Alan reckons that the ticker tape that runs across the bottom of the TV screen is responsible for installing negative and pessimistic thinking.  I know he is right.  I am convinced it sinks into the subconscious mind and generates a lousy negative attitude. 

Since I have turned off the News my attitude is much more positive and I can think about things in a neutral fashion rather than others interpreting what’s going on out there.  Try it.  Start focusing on what you can do.  You have much more power to shape things than you might think. In times of adversity – 'it is not what happens to you’ – but rather ‘how you respond to what happens to you that is important.'

Contact Philip direct by email or use our contact form


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January 25th, 2014

25/1/2014

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January 25th, 2014

25/1/2014

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Continuous Improvement (CI) should not be ‘flavour of the month’ - critical issues to Implement CI

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Wherever you are on the road to change there are many pitfalls on the way to creating a culture of continuous improvement within your organisation.  CI should start at the top – which means winning the commitment and ownership of the SMT (Senior Management Team) to drive for improvement. 

‘Bottom Up’ Change Driven with Top Down Commitment

Most CI initiatives actually start at the bottom – but  then their sustainability is determined by three things, the actions from the SMT to support the ideas and how well these are implemented, how the success stories are publicised and bedded down in the culture, and how staff are motivated so that their flow of ideas become ‘business as usual’.

Magical Toyota Equation 

Toyota, with 300,000 employees, tell the outside World that they implement at least 5,000 new, small ideas every day. Ideas don’t just relate to manufacturing operations, but also to design of products and processes, Health and Safety, L&D, performance management, team work, conflict resolution between functional teams and measurement and improvement of core processes.

It is phenomenal hat Toyota also state that annually, on average, they process “187 ideas from each employee (both white and blue collar) for improvement, and 97% of these are implemented”.  What is really concerning is most of these changes are installed in less than 72 hours after they have been suggested.

Can you meet the Challenge?

That’s a heck of a challenge to the UK, Europe and the USA, where most organisations don’t even measure or value the number of ideas flowing from staff to management.  And when we do come up with ideas, and when these have been correctly analysed and evaluated, they are not often speedily implemented.

Before starting out on the road to CI you have to keep some considerations in mind.  I will talk through some here, but for a detailed process that works with a custom designed Learning Management System to support your efforts you need to contact us direct.

It will not surprise you that most of the barriers to any change are behaviourial – and until you are prepared to create the ‘learning strategies’ to change behaviour – then no change in behaviour will take place. 

Three things you should never, ever do

1. CI is not Cost Reduction


Never confuse old style suggestion schemes with Continuous Improvement.  Suggestion schemes are usually ill-thought through incentivised programmes designed to reduce costs, or trying to create temporary surge in revenue from outdated products and services.  Staff loathe them, they publicly and privately question the real motives behind such schemes, fearing headcount reduction, and they create an inappropriate degree of competition between individual staff and teams.

2. Create Multiple Remuneration Systems for Staff

Why reward staff financially for ideas for improvement which should naturally flow from their day to day work?  If you ran your own small company I am sure you would not expect to pay staff for turning up and then pay them extra for coming up with good ideas.

3.  Fail to Identify behaviours and engagement to want to create a Culture of CI

Engagement in this case is driven purely by very basic human motivations focusing short-term rewards rather than longer term commitment and contribution.  It leads to excessive competition with who comes out with the best ideas, most have been around for ages – but no one was listening until the cash incentive comes along.

Three Things your should do

1. Be Honest and Engage in Strategy Formation


When you develop your strategy you need to educate people in the desired behaviour and the reasoning behind creating a culture of continuous improvement.  You need to be honest and credible with your people

2. Be Honest – Engage others in Design of the Process

Highlight precisely why you are pursing CI – being totally transparent and when you deign your variant of CI you need to work closely with staff so true employee engagement is achieved.  How?  You utilise their inputs and talents in the design of the process.  It’s not a programme – it’s a process.

3. Be Credible – Test, run Pilots and Listen to Feedback

 Test and Pilot it and ensure that you are clear on how you will reward staff for their contribution.  No doubt you will come across a lot of cynicism.  So, be prepared to be brutally honest.  Most people support the whole idea of CI – it’s the way it is introduced to staff that is the issue.

CI is a Process, it should become a distinct element of the Culture

There are many barriers you need to overcome before you can win the real tangible commitment of the Top Team.

This may shock, you but most change initiatives would never see the light of day if they were waiting for more than 50% support from the top Team.  CI is a learning process for them to. You better ensure that the process you design does not just look good on paper as a process flow, or ‘swim line’ diagram, but that it deals with the blocks and resistance you will encounter on the route to behaviour change.


Use our Contact Form or email Philip direct


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February 06th, 2013

6/2/2013

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Return on Investment in Coaching far eclipses ROI in Training & Development

‘Training’ is a poor process for influencing people to change behaviour in the long term.  Many trainers and Organisational Change Consultants cannot or do not bother to assess or measure the impact of their intervention as a ROI for the business.

Coaching is Generative and delivers huge ROI Benefits to the Client & the Organisation

Coaching can address behaviour and attitude change very quickly.  Attitude change can be very rapid – but usually requires a process of trial and error thinking in order for it to take place. Coaching is so much better.  Coaching is working 1:1 with a dedicated and experienced Coach who is 100% focused on the Client.  This relationship enables the Client to practise new ways behaving and managing in a safe environment away from the ‘prying eyes and ears’ of others in the training room.

Memory & the Psychology of Learning

The average person forgets 98% of what they have learned within 48 hours, unless some form of review of undertaken. The implications for recall, understanding and application of training can be exceptionally poor unless other mechanisms compensate to retain the understanding.

Bring about Personal Change is more than transferring informationThe typical training event focuses on transferring information to others.  Information transfer is a poor criterion to view as positive and tangible ROI.  For Training to be effective it has to be active and enable those receiving the training to have real opportunities to practise and integrate it into their repertoire of skills and abilities. 

Coaching is highly participative and geared solely to the Client’s needs.  You cannot get much more engagement than that. However, we know that effective Training should focus on active participation and the exchange of ideas and concepts through dialogue.  But does it achieve these noble aims? Often, Training does not fulfil these criteria or their intention.  

In many instances Training does not enable a higher degree of participation whereas in Coaching the learning methods focus on assessing learning through feeding back, reviewing and summarising learning with the Client.


Coaching & Attention

The average person has an attention span of 10-15 minutes.  Will training lead to better retention or will Coaching promote and stimulate interest and attention?

Coaching has maximal impact by designing the event around the individual instead of applying the general rule of ‘lowest common denominator’ associated with Training events.  Not everyone in a training session will occupy the same position on the learning curve as everyone else.  Some will be low on the curve because their attention has not been captured, they may be distracted by their own thinking or others things going on in the room.

At any point in a training event attendees may be inattentive ‘off the learning curve’ and the Trainer may not have the sensory acuity to be aware of that and have the capacity to change it.


Coaching is Tailored for the Client vs. Training - akin to Mass Baptism

At best, Training provides the ability to deliver lots of information quickly.  But, there again Training cannot guarantee any learning at all.  Often, trainees only receive and process a tiny percentage of information that is expressed in the session. Further, at what level of individual or collective Learning is the Training focused on installing learning?  By evaluating actual learning outcomes we can assess to what level is training is actually delivered?  We think, and you may agree, that most of the time training addresses the lower levels in the hierarchy of what and how people learn.

You may know from personal experience that shortly after attending a training event recall can be extremely low – that is unless the training was extremely well designed and delivered.  And, you know that this is often not the case.

Unfortunately, the basic recall of information and some understanding of key terms and general concepts is as far as most training delivers.  This may not be the case if you are to apply the learning straight away in your job.  If this is the case, you really would have a much better chance of experiencing real learning and possibly improvement in what you do.  Reflect on training you have attended and ask yourself, “How often do you get the opportunity to practise the skills, ideas and concepts after you have been exposed to a Training event?”


Coaching however gives you the opportunity to apply and demonstrate real learning because it is tailored precisely for the Client and where they are currently.  And that’s what it delivers.  It enables the Client the opportunity to find, apply and commit to solutions to their issues.  The the higher levels of learning for personal improvement  remains in Coaching rather than Training.

Coaching & ‘ASK Pattern’Training tends to address knowledge rather than the skills and attitude inherent in the ASK pattern.  Very few people will change their attitude as the result of attending a training module – however lengthy. However Coaching can address behaviour and attitude change very quickly.

With Coaching attitude change can be very rapid – but usually requires a process of trial and error thinking in order for it to take place. Coaching is so much better for bringing about personal change.  Coaching is working 1:1 with a dedicated and experienced Coach who is 100% focused on the Client.  This relationship enables the Client to practise new ways of behaving and managing in a safe.



Only the most advanced training programs, with very precisely defined processes, can stimulate a person to change their attitude

Of course, these programs do exist but as a percentage of the average course on management training, team building, leadership communication etc there will be very rarely that focus, energy and stimulation to bring about the desired change.

Does Training = Learning & Behaviour Change?
It is difficult to guarantee that anyone is actually learning just by attending a training event. To gauge real learning one has to test for recalling key points, testing for comprehension and understanding as well as applying the ideas to situations and analysing the outcome.  In Coaching circles this is known as the ‘taxonomy of learning’ and different processes exist for evaluating the changing of attitudes, skills and knowledge.  

Knowing that the majority of training events only focus on simple levels of learning, such as recalling facts and explaining concepts, you may consider that ‘Training’ would be replaced by other, more effective, methods to change thinking and behaviour!

In bringing about organisational change, training is a very poor substitute for real change that is best achieved by facilitating and focusing attention on Coaching key people and teams.  Effective coaching only happens through a proven process of capturing learning, enabling the Client to install new thinking, and behaviours delivered by an experienced Coach.


Behaviour Change & Performance Improvement through focused Facilitation & Coaching

Coaching and Facilitation does have a much higher ‘hit rate’ in terms of learning and delivering results quicker and deeper in any business. 

Coaches or Facilitators will focus more energy and take more cognisance of a learner’s individual style when working closely with their client.  Trainers on the other hand may focus more on the old traditional method of telling and selling information. 

Training and teaching may have a role in L&D when conveying information to a large group of people. It is a case of one size fits all. However, the problem is the individuals in the group may be on different parts of the learning curve, and they may not have a shared interest to learn to unite them.  They will display very different learning styles.  You have to ask, can the average trainer accommodate all those styles of the audience in training delivery? 

Further, Trainers may not be aware of ‘Learning Styles’ of others and prefer, or by default, deliver in the style with which they are most comfortable – that is, their own!


Learner Centred Coaching

Structured Coaching focuses on the core behaviours and actions that an individual is comfortable to practise.  With practise comes perfection. 

Change & Learning in Matrix OrganisationThis approach delivers rapid returns for those who are designing a Matrix Organisation.  Focused input on Coaching in how to operate in a Matrix Organisation is achieved much faster using our Leadership-Coaching Model.

Supporting and enabling people to move from traditional structures and reporting relationships to a more flexible matrix organisation requires the fluidity and flexibility that comes from focused input, thus leading and Coaching people through to create the Matrix culture.

A Matrix organisation can never be ‘trained into a business’ it has to be partially led by enthusiastic people and Coached into teams.  Attending traditional Training events is a poor substitute for Coaching the requirements of Matrix organisation.

Traditional Training will not generate the expected ROI of this complex change from traditional structures to matrix management


Practise for Mastery


It is like driving a car, playing a musical instrument or enjoying a sport.  When you have thoroughly practised the ‘art and science’ of whatever is your pleasure – then it becomes automatic and integrated in you.

Training often does not give the opportunity to practise for mastery, however  structured Coaching does have that facility, and mastery need not take long to develop.
 

Influence & Presentation Facilitation


I Coach ‘one on one’ and in small groups in public speaking.  It really is the No. 1 Fear for many people.  Coaching people, who experience public speaking at the ‘phobic level’ of fear, it is clearly possible to turn their ability to deliver from the terrifying 80-95% on the fear scale to something approaching 3-5%.

This can only be achieved through Coaching. Rapid progress could not be achieved through a structured Training input unless group size was very small.


Although I have provided training events since the time I set up my business, I have always believed that Training is limited in development of organisational and personal change.  I have opted for ‘one on one’ Coaching or facilitation either with individuals or teams as part of the ‘improvement process’.

Best Practise in Coaching & FacilitationCoaching is tailored and focused upon changing behaviour.  “Until behaviour changes, nothing changes”.  My focus therefore is looking upon those activities that people need to display more effectively in their work, and develop that ability until they have mastered the process. 

You cannot achieve such success quickly in a training room with 12-15 people in attendance.  You certainly cannot achieve it in a large auditorium where many are in attendance, and where there are competing motivations, interests and distraction for the audience.

ROI: Manage the Learning EnvironmentTo create and sustain a positive flow of ROI (Return on Investment) in development, one has to focus on diagnosing the cause of the issues, which are stopping things working the way they should for the individual. 


This can only be achieved by a thorough investigation of all the components of the problem and then defining how to resolve any problem through solution centred tactics.  This means working ‘one on one’ with people.


Evidence that Coaching & Facilitation Generate a Healthy ROI

We do this with change programmes focused on changes in attitude, core values and behaviours.   Coaching can provide instant and lasting results.  Right from the start of any 1:1 session the Coach or the Facilitator should know what is, and what is not working for their clients.  ROI is instantly assessed through the simple act of assessing three things:

  1. Coaching leads to results – what behaviours has the Client curtailed which were holding them back?
  2. What has the Client identified as being their current positive behaviours and to what have they committed to continue to practise and master.
  3. What new behaviours has the client identified which will progress them towards their goal should they commit to apply these in their normal behaviours.
This tripartite commitment is what gives Coaching and Facilitation a very strong ROI.

2014: the Recession & Training

Organisations really have to consider what training is costing them in comparison to the investment in Coaching that they will commit to in these difficult times, and what training is mandatory for their people.  There are many disadvantages of trying to stage Training that everyone actually attends.

What is the cost of training in terms of ROI.  Often, it is not assessed.  What is the cost of to the business of delegates not being at work?

What impact on the learning will there be if a course designed for 12 is attended by smaller numbers than anticipated (because of call off) – how does this effect the effectiveness of the original design of the learning? 

When events are postponed as is increasingly the case, what are the costs associated with re-running the event – paying the trainer for rework and restaging the event.  How is ‘business as usual’ conducted with people away from the organisation.

How will work which is uncompleted because of the Training event be completed when the trainees return to work?  Most organisations do not the have spare capacity to cover for course attendance by others.


Instances of Training providing Cost Effective ROI


Training is cost effective and provides a high level of ROI occur when Training in conveying basic information is instantly transferred to the intended audience and actioned.  An example would be responding to ‘in bound’ calls in Contact Centres where optional menus are simple to understand when staff are updated on  providing technical advice.  Where information is simple to understand and can be conveyed to large groups training can satisfy that need very quickly.  But, if you want lasting behaviour change and improved staff morale and commitment, Coaching will deliver more, faster, cheaper and more effectively.

Mass Baptism, Sheep Dips & Big Training Events

Unfortunately, I have witnessed what I call ‘mass baptisms’ or ‘sheep dips’ when staff are brought together in conference surroundings and a ‘Guru’ is on the main platform firing off his or her message to all and sundry.  They can be very impressive, but ineffective, and what impact does that transfer of information have on performance of the people or the business? 

Groups of consultants often provide this training ‘baptising’ mass audiences of 250 people+.  They can get through a moderate sized business in less than a day.  Don’t misunderstand me, it is a great way to get people talking about things and stimulates some excitement but does it change anything in the longer term and how can the initial ‘spark’ be sustained?


Summary on ROI Training issues vs. Leadership-Coaching


Simply stated, Coaching can be shaped to achieve very precise changes in behaviour.  Coaching addresses behaviour change more effectively than Training.  I believe ‘until behaviour changes nothing changes’– whether it be leadership, customer focus, matrix management or the resolution of conflict. 

Consider the benefits to your organisation of adapting a radical Coaching intervention to replace some of the training.  As a pilot project, it is easily possible to demonstrate the benefits and the ‘retruns’ that can accrue to your enterprise very quickly.  Short focused inputs working closely with key staff in your business could instantly impact your performance as an organisation. 

Using ‘Impact Studies’ based on personal progression we can create significant improvement in a short period of time without burdening the organisation with a commitment.  Organisations can avoid the huge costs and time wasted associated with ‘off site’ training such as the costs of travel and Hotel accommodation and numerous logistical and scheduling issues to cover for staff attending programmes.

Coaching means ‘to make easy’ what organisations should be committing to install and implement the changes that will equip them to operate at a higher level of functioning and performance.


Email Philip@philipatkinson.com or use our Contact form 

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    Philip Atkinson is a strategic  advisor, trainer, coach and author of books and articles on organizational change and leadership 

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