Monday, 22 July 2013

Learners of Time Management Need to Be Taught Metacognitive Skills

Running ManAs trainers, when we conduct training in time management, we need to provide our audience with more than laundry lists of optimal behaviors. Instead, we need to show learners how to use the simplest principles of metacognitive learning—the science of teaching ourselves how to learn. In fact, this would help to correct an error in the way we conduct behavior-change training, since we often mistake learner satisfaction at the end of a workshop with ultimate success.

Some evidence: most people who take time management training have no problem with the ideas presented, as they appear to be eminently reasonable. However, as professional trainers, we know that they are being fooled; perhaps by us or by themselves. The desired end-result (a permanent change in habits, practices, and rituals) is a long way off, and their score on the smiley-sheet at the end of the workshop means little (providing the program isn't defective). In time management training, we can direct learners away from pervasive failure.

But first, we must appreciate a remarkable fact: As working professionals we carve out our own, personal time management and productivity systems in our late teens to early twenties with almost no help. The end product includes numerous habits that are repeated each day, automatically and unconsciously. Unfortunately, after our initial success, we tend to make the following errors:

Metacognitive Failure #1: Amnesia

Most of us are unaware that we create our own systems. Our self-creative act goes unnoticed, even as we fail to realize the role that time management skills play in our career success. We aren't alone—our parents remained unaware of these facts for their entire careers. However, we can't afford that luxury in the Internet-age workplace: its ever-increasing demands force us to make several mid-career upgrades.

These upgrades may be prompted by the birth of a new child, a promotion, a new home business, or a sick parent. The results are the same in each case: The systems that we have relied on for years stop working, overwhelmed by new demands. We experience a number of symptoms, including time stress, an overflowing inbox, worsening memory, and a loss of reputation. It's all unfortunate, especially as we generally don't remember we once carved out our own system from the ground up. Presumably, we have the raw capacity to do it again, but when we have forgotten that we once pulled off this remarkable act, we make the mistake of believing we're terminally stuck.

Metacognitive Failure #2: Faith in Shortcuts

Learners who find themselves needing an upgrade often start by scouring the Internet for easy-to-find tips, tricks, and shortcuts, recalling a time when one of these seemed to help. Unfortunately, applying more of them rarely makes a long-term difference. That's because time management systems are composed of habits, practices, and rituals that don't change easily and aren't affected much by the latest hot tip or trendy gadget. However, the vast majority keep up the chase for the one, little, magical bit of advice that will change everything with a mere five minutes of effortless application.

A few learners eventually realize that they are barking up the wrong tree, deciding that chasing down tips isn't a sustainable learning strategy because it's never the primary source of world-class performance. This realization is a metacognitive act, and it leads them to try an alternate strategy.

Metacognitive Failure #3: Following a Rigid Prescription

Those who do look for alternatives often find a book or program that lays out a set of detailed practices to be followed. These prescriptions tend to be inflexible, and the learner is told that total adherence to pre-scripted behaviors is an absolute requirement for success.

In response, learners give a good-faith effort but often fail ... even when the ideas make perfect sense. The reason is simple: It's just too hard to transition from habits, practices, and rituals used for many years to a new set of behaviors in the all-at-once manner described in books and programs. Most learners are unskilled at changing even simple habits, no matter how hard they try. More often than not, they eventually give up, concluding (incorrectly) that they are just too lazy.

Metacognitive Success

We can teach learners how to escape these traps. As trainers we can remind them of their early self-creation and guide them down a flexible path that builds on what they already do successfully. It takes a certain level of in-depth preparation on our part, but in time management, we can show them how to devise their own improvement program and engage in the purposeful upgrade of their methods. As they steadily improve the way they learn, they can only get better, faster.

Note: Francis Wade will present session M200, “How to Stop Failing at Behavior Change Training: The Case of Time Management,” at the ASTD 2013 International Conference & Exposition in Dallas, Texas.


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Sunday, 21 July 2013

Great leadership books for your summer reading list

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Thursday, May 30, 2013 - by ASTD Staff

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(from the Washington Post)-As summer approaches, there are a number of good books you may want to consider that will not necessarily make the top 10 lists but that will provide food for thought. These books are not mysteries, psychological thrillers, romance novels or historical fiction. These are books that offer keen insights into leadership and management challenges, which on a day-to-day basis can bring their own dramas, twisting plot lines and, in this city, political intrigue.

The authors lay out leadership traps that include overconfidence, the tendency to seek out information that supports your own point of view and to downplay information that doesn’t, and the common habit of getting distracted by short-term emotions. The Heath brothers propose a four-step process designed to counteract these biases and, in doing so, provide real-life stories that include a rock star’s inventive decision-making trick and a CEO’s terrible acquisition.A good place to start is the latest book from Chip and Dan Heath, Decisive: How to Make Better Choices in Life and Work. In their classic conversational style, the Heath brothers present a well researched, easy reading book about improving decision-making on everything from personnel to personal actions.

The Decision Book: 50 Models for Strategic Thinkingby Mikael Krogerus and Roman Tschäppler. This short book outlines several decision-making tools you can use, whether you’re looking to manage your time better, deliver a message that sticks, settle a dispute with a colleague, motivate your team, or help your team learn from mistakes. I rely on these models whenever I confront a tough decision.

You also may want to check out The Decision Book: 50 Models for Strategic Thinkingby Mikael Krogerus and Roman Tschäppler. This short book outlines several decision-making tools you can use, whether you’re looking to manage your time better, deliver a message that sticks, settle a dispute with a colleague, motivate your team, or help your team learn from mistakes. I rely on these models whenever I confront a tough decision.

Another title may seem less relevant to a federal audience, but Playing to Win: How Strategy Really Works by A.G. Lafley and Roger L. Martin offers great advice for leaders in any sector. Lafley is a former CEO of Procter & Gamble and, in close partnership with strategic adviser Martin, doubled P&G’s sales and increased its market value by more than $100 billion in 10 years.

In light of negative public perceptions and resource constraints, federal leaders would be wise to challenge themselves and their teams to answer Lafley’s and Martin’s central strategy questions: What is our winning aspiration? Where will we play? How will we win? What capabilities must we have in place to win? What management systems are required to support our choices?

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Great leadership books for your summer reading list ASTD Staff 2013-05-30

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What's Your Annoying Communication Habit?

Rebecca Morgan, CSP, CMC Apr 8 | Comments (2)

After a day in Cambodia, my American travel companions and I found ourselves modifying our language when speaking to those with limited English skills. We'd traveled abroad enough to know to speak slowly, enunciate every syllable, avoid contractions, use simple words and basic sentence structure. But in our quest for clear communication, we soon matched the syntax of the local shopkeepers we encountered.


This meant we eliminated most articles of speech (the, a, an) and even some verbs. So when talking to a local with limited English, instead of "We will go with Tov to the restaurant" we'd say, "We go with Tov to restaurant." And nearly all communication was accompanied by simple charade-like gestures illustrating, as best we could, the concept we were wanting to communicate. When requesting a foot massage at a downtown establishment, we'd say, "One-hour (holding up one finger) foot massage (pointing to one's feet). How much?" The practitioner would respond nodding, often writing  the amount on paper or a calculator.


We got so used to this that without thinking we began talking to others of our group members this way. One day I said to a travel companion, "Jana want lunch?" She looked at me bewildered, "You know I speak English, right?" We both  laughed hard. I'd become so engrained in the rhythm of "speaking local," I forgot to turn it off!


It made me wonder what other communication habits we get into without noticing. Sometimes a friend or colleague will help us see we annoyingly end every contribution with "Sooooooo" when really there was nothing more coming. Or we repeat ourselves -- within the same sentence: "She said, 'I know' she said, 'I really have to try harder." Or we interrupt while someone's finishing a thought. The list can go on and on. We all have communication habits that could be pruned. But most of us aren't aware of them.


If you have a friend brave enough to speak up, as Jana did when I was being unconscious, thank him/her for pointing out your habit. Better yet, invite him/her to help you clean up your communication and be the best communicator you can be. Then make sure not to get mad when s/he does!

Rebecca Morgan, CSP, CMC, is a bestselling author of 25 books, speaker and consultant on workplace effectiveness. For more information on her services go to RebeccaMorgan.com. Send your suggested issues to cover or questions to Rebecca@RebeccaMorgan.com. If you want to discuss working with Rebecca, give her a call at 408/998-7977 (Pacific).

Her most recent books are:

Remarkable Customer Service ... and Disservice: Case Studies and Discussions to Increase Your Customers' Delight

Grow Your Key Talent: Thought-Provoking Essays for Business Owners, Executives and Managers on Developing Star Staff

I lesson I take from your example is that we sometimes get so lost in context that we need someone to hold a mirror to our performance - and it doesn't have to be a painful experience! Thanks for a great reminder that inviting honest feedback is a powerful tool if we are sincerely seeking to improve our performance. Rebecca Morgan, CSP, CMC 2 minutes ago Thanks Dan! Want to read more from Rebecca Morgan, CSP, CMC? Check out the blog archive. Keyword Tags:  COMMunication   management development   people development Disclaimer: Blog contents express the viewpoints of their independent authors and are not reviewed for correctness or accuracy by Toolbox for HR. Any opinions, comments, solutions or other commentary expressed by blog authors are not endorsed or recommended by Toolbox for HR or any vendor. If you feel a blog entry is inappropriate, click here to notify Toolbox for HR.

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Saturday, 20 July 2013

How Can You Find Opportunities for Staff to Grow?

Rebecca Morgan, CSP, CMC Aug 27, 2012 | Comments (0) Here’s another good question asked in my recent webinar, “Effectively Growing Your Key Talent: Are You Sunlight and Water — or Just Manure?” 

Q: How to find opportunities for employees to grow?

A: I would guess that there are opportunities all around you to help develop your staff.Find out what each team member wants to develop and see how you can help them. There are many opportunities that don’t necessarily involve formal training or conferences. If he wants to develop his technical skills, suggest books, online courses, or cross-training with more senior staff members. You may be able to arrange mentoring even if it’s with someone outside your organization. If she wants to develop her management skills, ask her to help with some of your tasks. Maybe she could draft the first stab of a monthly report or other managerial duties. You know all those “I’ll get to those later tasks — see if she could start — and maybe finish — some of those.If he wants to develop better leadership skills, like presentations, ask him to give brief talks at your staff meetings. Then give feedback afterwards. Suggest he go to a Toastmasters club, then find ways he can present internally. Have him put together a panel — with him on it or moderating — at a local association meeting for your profession. If she realizes she could improve her people skills, ask her to attend some intra-departmental meetings representing your group. Engage the meeting leader to help your staff develop in this area and request that s/he provides feedback to your staff based on her meeting behavior.Of course, don’t overlook in-person on online courses, association meetings and conferences. But there’s a lot you can do to help your staff grow.Rebecca Morgan, CSP, CMC, is a bestselling author of 25 books, speaker and consultant on workplace effectiveness. For more information on her services go to RebeccaMorgan.com. Send your suggested issues to cover or questions to Rebecca@RebeccaMorgan.com. If you want to discuss working with Rebecca, give her a call at 408/998-7977 (Pacific).

Her most recent books are:

Remarkable Customer Service ... and Disservice: Case Studies and Discussions to Increase Your Customers' Delight

Grow Your Key Talent: Thought-Provoking Essays for Business Owners, Executives and Managers on Developing Star Staff

Want to read more from Rebecca Morgan, CSP, CMC? Check out the blog archive. Keyword Tags:  developing people   management training   management development Disclaimer: Blog contents express the viewpoints of their independent authors and are not reviewed for correctness or accuracy by Toolbox for HR. Any opinions, comments, solutions or other commentary expressed by blog authors are not endorsed or recommended by Toolbox for HR or any vendor. If you feel a blog entry is inappropriate, click here to notify Toolbox for HR.

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Friday, 19 July 2013

Obstacles Abound When Adding Social Media to Corporate Learning

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Wednesday, February 27, 2013 - by Luis Estrada

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Knots In 2007, I attended a learning conference that dedicated many of its sessions to the introduction of social media tools. I noted that the presenters’ focus was on the features of the tools; however, the strategies for integrating these technologies effectively into the learning function were not being addressed.

Prior to the conference, I had seen plenty of examples of learning professionals trying to implement the latest technological trends and either encountering obstacles to the integration of the new tools or developing ineffective solutions. These observations triggered a desire to understand the best practices for integrating these technologies into learning.

I conducted my doctoral research in 2012, which explored the obstacles preventing the adoption of social media technologies as part of corporate learning solutions and strategies. The study sought to explain why, despite the successful integration of social media into society, the level of adoption of these technologies by corporate education and training departments has been low. The study consisted of 20 in-depth interviews with corporate learning professionals.

The analysis of the interview data revealed the presence of six main obstacles.

Perceived lack of value. Stakeholders (senior and middle managers, learning leaders, learning professionals, legal department, IT, human resources, and learners) fail to recognize the benefits and value of social media in support of corporate learning. Perceived threats to enterprise information assets. Organizations are concerned that using these environments augment the risk of attacks or leaks of information critical to the well-being of the organization. Management’s concern with not having control over the content generated. Management worries about the threat that these technologies can pose to the reputation of the organization. In addition, the study found that there are corporate cultures and practices around knowledge sharing that are not compatible with the principles of social media. Lack of internal expertise to implement and moderate social learning solution. Several participants indicated that they do want to use these technologies but lack the knowledge and skills on how to integrate them effectively into learning solutions. Lack of learner readiness for social media learning environments. The perception of information overload is an obstacle to having learners dedicate time in social media activities. Management believes that they are protecting their employees by opposing the introduction of additional sources of information. Lack of people, financial, or technical resources. The majority of the issues in this area involved the learning professionals’ time that would be needed to implement and sustain these learning environments.

Social media can transform corporate education by enabling environments of collaborative learning. Although achieving this transformation will not be easy or quick given the type of obstacles that learning professionals will have to overcome, the benefits of social media in support of corporate education are still worth pursuing.

To be successful in the integration of these tools, learning departments will need to consider their stakeholders, work on the value proposition, enhance their knowledge and skills on the integration of these technologies as part of learning solutions, and ensure that the time needed to support these learning environments effectively is allocated accordingly.

Obstacles Abound When Adding Social Media to Corporate Learning Luis Estrada 2013-02-27

Luis Estrada’s experience has focused on the design and implementation of learning strategies in support of research and development groups.  His recent academic work explored the best practices for the adoption of social media by corporate learning.  Dr. Estrada completed his bachelor degree in Computer Sciences from Harding University and his Ph.D. in Information Technology Education from Capella University.

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Authored By: Luis Estrada Luis Estrada Luis Estrada’s experience has focused on the design and implementation of learning strategies in support of research and development groups.  His recent academic work explored the best practices for the adoption of social media by corporate learning.  Dr. Estrada completed his bachelor degree in Computer Sciences from Harding University and his Ph.D. in Information Technology Education from Capella University. Subscribe Share this page: Tweet EMAIL THIS PAGE googletag.cmd.push(function() {googletag.defineSlot('/14020868/Astd_General_MediumRectangle', [300, 250], 'div-gpt-ad-1330464561576-1').addService(googletag.pubads()).setTargeting("logged_in", "N").setTargeting("is_member", "N").setTargeting("cop", ["LD"]);googletag.enableServices();}); More from Learning & Development Improvisation CLICK Matching the Right Design Strategy to the Right Content Aligning Content to Business Goals Designing Classroom Exercises for Highly Technical Content Matching the Right Design Strategy to the Right Content googletag.cmd.push(function() {googletag.defineSlot('/14020868/Astd_General_MediumRectangle_Bottom', [300, 250], 'div-gpt-ad-1343420926119-0').addService(googletag.pubads()).setTargeting("logged_in", "N").setTargeting("is_member", "N").setTargeting("cop", ["LD"]);googletag.enableServices();}); Communities of Practice Filter By Communities of Practice 3

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Thursday, 18 July 2013

If only Gordon had attended a Speak First Emotional Intelligence course!

Tony Blair’s widely-publicised comments about Gordon Brown – ‘Analytical intelligence, absolutely. Emotional intelligence, zero’ – may seem harsh, but there’s surely more than a grain of truth in them.

From the woeful YouTube expenses video to his ill-fated meeting with Rochdale voter Gillian Duffy, Gordon has struggled to present a pleasing personality to the public. Which may have made you wonder what he’s like behind the scenes. Now we’ve got a good idea!

If only Gordon had attended a Speak First Emotional Intelligence course. How things could have been different! In just one day he could have:

How to be more confident and say goodbye to nerves Posture, body language and movement Essential steps of preparation Managing attention span Getting off to a good start Key messages PowerPoint and other visual aids
While conventional intelligence (IQ) is obviously important, it’s not enough if you want to build great relationships and make the most of your potential. You need Emotional Intelligence (EQ) as well.

Research shows that EQ is the ‘difference that makes the difference’ in many areas of business: sales people with higher Emotional Intelligence sell more; leaders with higher EQ are more successful. 

“Good suggestions for managing relationships with difficult characters.” Mark Mundell, National Grid


Why not enhance your emotional intelligence by attending the next Speak First Emotional Intelligence workshop on 1 October 2010? Price is just £495 + vat.

And for a limited period you could attend for just half price. Sign up for our 2-day NLP for Business workshop on 14-15 Sept , at just £695 + vat for the two days, and you can attend the Emotional Intelligence workshop for only £245 – a saving of £250.

Neuro-Linguistic Programming (NLP) is widely acknowledged to be one of the most powerful forms of applied psychology available. You’ll learn how to:

How to be more confident and say goodbye to nerves Posture, body language and movement Essential steps of preparation Managing attention span Getting off to a good start Key messages PowerPoint and other visual aids
If you feel ‘out of the loop’ when you hear others talking about NLP, and want to harness its power to bring your performance closer to your potential, NLP for Business is for you – the perfect introduction to NLP, with a focus on practical, business applications.
The offer
Book NLP for Business for 14-15 September and get Emotional Intelligence on 1 October for half price – a saving of £250

Call Helen or Jermaine to book now on 0207 253 2117!


Click on these links to read more on Emotional Intelligence and NLP for Business


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Does NLP enhance leadership skills?

Does learning about NLP give leaders the edge?
In August, Training Journal published another article written by Speak First Managing Director, Amanda Vickers. Amanda’s article posed the question: Does learning about NLP give leaders the edge? At a time when leadership skills are top of the agenda for most organisations, Amanda (who is a Master Practitioner of NLP) looks at how the applied psychology can be used by leaders to help them perform better. She talks about leaders using NLP to help them gain clarity over what they want – vital for providing clear and strong direction. NLP uses ‘well-formed outcomes’ to ensure that actions and behaviours are aligned to the goal. Further benefits of NLP for leaders include: influencing skills, demonstrating congruence between deeds and words, being able to ‘pace’ others by meeting them in their ‘map’ of the world, gaining new insights into situations and relationships using ‘Perceptual Positions’. To read the full article, visit the Training Journal website if you have a subscription.

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View the original article here