I’ve taken the plunge – I’m learning to play golf (yikes!)  I’ve shared a few private lessons with a girl friend, and also occasionally participate in group lessons on Saturdays (anywhere from 3 to 8 ladies in the group).  I so enjoy learning from Susan, the golf pro, and have been reflecting on why:
• She focuses on the positive, things we do well (and there aren’t many things with beginners!), and then calmly corrects.  “We’re going to fix that!”
• She gives us only a little information at a time, and sticks to the basics at this point. “You’ve got to get the basic form down first.”
• Susan tells it straight but nicely, “We really can’t go any further until you can step up to the ball consistently, and be at the same skill level where you just ended this lesson.” 
• She acknowledges our effort.  “I know you’re trying hard.”
• Susan injects humor and encourages us to laugh at ourselves – and her.
• She uses both visual and auditory learning experiences.  We watch her or group members demonstrate, then she “quizzes” us or has us repeat back what we’ve seen and absorbed.
• Finally, in the group lessons, Susan is quick to share success stories and point out to the group when someone has “fixed” something.

This is a really good experience for someone who’s also a trainer – I just do my training in a building rather than a gorgeous golf course.

By the way, if you’re looking for lessons in the Marysville area, contact:
Susan Briske, LPGA Class A Member
Director of Instruction, Peach Tree Golf & Country Club
susan@peachtreecc.net
(530) 743-2039
Or check out the website for her own company, Pros2Go
www.pros2gogolf.com

I attended a new product release held by my colleague, Helen Scully.  When Helen founded Scully Career Associates in 1990, she developed her own career exploration product, Elevations, to help individual clients.  Now she’s created a version of this successful tool for organizations.  Employees take an online assessment in which they assess their values, skills and career interests and then see how they can best be used or developed within their organization.  This practical tool provides a way for organizations to say to employees, “you are valued, and we want you to help us take the organization into the future.”

And this tool comes just in time!  A news story on National Public Radio said that companies are close to the point where they need to starting adding staff.  Don’t let your best folks go to the competition – consider Elevations to take you and your employees to new heights together.  I would be happy to introduce you to Helen, or you can contact her directly at www.ElevateYourCareer.com and say I sent you.

In a meeting this week a colleague and I were discussing employee motivation.  We agreed that since you “can lead a horse to water but you can’t make it drink,” successful supervisors and managers provide a motivating environment (so the horse wants to take a drink). 

Here are four ways to provide a motivating workplace which encourages employees to want to contribute and produce results:

1. Communicate, communicate, communicate!

• Hold regular one-on-one meetings with employees – don’t limit this to the annual performance review.  Let employees know how they are doing, and how you value their work.
• Keep employees informed about the organization.  It adds to their feeling of ‘being in on things’ – being ‘in the dark’ is scary and encourages rumors.
• Celebrate successes in team or department meetings.
• Work with employees to set and accomplish goals.  Help employees learn how to contribute and why the work they do is meaningful toward organization goals.
• Listen and get feedback.  Ask what’s going on, what employees like/dislike most about their jobs; what ideas they have for improving the department or organization.

2. Be patient and positive

• Set the tone, be a good example.
• Be flexible with change; help staff to understand they may not be able to control change, however, they can control their reaction to it.
• Focus on the good work your organization does for its customers.

3. Create opportunities

• Talk to employees about what they want; create individualized motivation plans; work with them to make the plans happen
• Make employees part of the solution to issues or problems.  Solicit their ideas – after all, who knows the job best?
• Give employees a chance to develop and use new skills – this shows you’re serious and care, and not just giving lip service.

4. Recognize employees

• Appreciation for a job well done is a primary motivator.  Praise should be: sincere, specific to the person and task, and timely. 
• Let employees know you appreciate the things they do as well as who they are and the efforts they make.

Create a positive working atmosphere using these tips, and employees will want to take big drinks of success.

In working with a client the other day, I got a clear message about the importance of work-life balance for younger generations (or any of us for that matter).  I was talking with a twenty-something employee – we’ll call her Mary – who has a young child.  Mary was sharing with me what she did on her job, what she liked about her boss, etc.  Another employee came in and asked Mary how her son was feeling (he had been sick for the last couple of days).  Mary said he was doing much better and was back in preschool. 

I asked Mary if it was challenging to care for a sick child and still be at work.  She replied, “When that happens, I can work from home – and that’s one of the big reasons I stay with this organization.”

As work and life issues become more complicated and intertwined, organizations need to work with their employees to create as much work-life balance as possible.  Have you asked employees what they would like?  What would make them feel valued?  What would allow them “have a life” along with their job?  

If you haven’t done so already, now is the time to discuss what steps you and your organization will take to retain your top talent.  Give them work/life balance – before your competition makes that offer.

I was facilitating a Power Hour a couple of weeks ago for a client, and was reminded of the power of recognizing employees. 

The client has a recognition program in which employees are encouraged to send a Star Card email or write a Star note recognizing another employee for an action that resulted in a positive outcome or just “made a difference” to the other party.   The employee’s supervisor is copied on the email.  The action is usually something above and beyond or outside the normal scope of the job, but doesn’t necessarily need to be something “big.”  For example: one employee taking the initiative to help another with a computer issue so the time to contact the IT department was avoided; or an employee volunteering to cover the phones so the admin staff could go out for a department lunch. 

The supervisor who monitors this program commented that she is amazed at how much people appreciate the simplest recognition.   She sends a congratulations email to acknowledged employees inviting them to come to her office to select a prize (balloons that say “STAR” on them, cute little pens and company logo items such as mugs, flashlights, notepads, paperweights, key chains, etc.).   And, WHOOSH! Employees arrive in the supervisor’s office in what seems like seconds.  This sequence happens almost every time a congrats email is sent to an employee.

In this day of work overload and tight budgets, the basic need to be acknowledged for a job well done provides a not-to-be-missed opportunity to create a positive, motivating work environment!

I worked with a client recently that wanted customer service training for all staff in the home office.  It was decided to offer three sessions so everyone could attend.  The president of the company made the commitment to personally kick off each session.  He was enthusiastic about the training program and explained why he felt it was important.  And, the top brass all made time to attend one of the sessions.

These actions sent a strong, silent message.  Employees in the workshops were attentive and there to learn.  Senior managers participated in small group breakouts, giving staff a chance to learn from them as well as each other.  Contrast this experience to those with no involvement of management where employees view training not as a learning opportunity, but only as a treat because it’s a break from their work.

If the top folks think it’s important enough to fit training into their schedules, it must be important for everyone.  In these days of tight budgets, this kind of commitment also helps maximize the dollars spent on the program.  It all starts at the top – and this president is a great role model who “walks the talk!”

Certainly it’s up to participants to learn something and then apply that back on the job.  However, I recently conducted a training session and overheard two women discussing the training on our first break.  One commented about what she had learned so far, and the other said, “Well, I just don’t know why I was sent to this class – I think I’m pretty good at time management.”

What an unfortunate waste of time and resources!  Supervisors and managers need to partner with employees going through training.  Here are things that management can do before, during, and after training to maximize learning and investment:

Before training
• Define required job competencies, and have ongoing discussions with employees about what they need to do their jobs well.
• Select trainees carefully for training (not every performance issue requires training for the solution).

During training
• Prevent interruptions for participants in training.
• Communicate supervisor/managerial support for the program.
• Monitor attendance and attention to training.
• Review information with employees in training, and plan transfer of new skills to their jobs.

After training
• Provide opportunities to use the new skills, then support and coach employees.
• Provide job aids and support their use.
• Talk with employees about what they learned and how that will impact their job.
• Meet with employees immediately after training to review action plans.
• Recognize employees for successful use of skills.

With these actions, organizations can make sure those precious training dollars are stretched and well invested!

Source: Adapted from The Pike Ascent, 2008

I just conducted a MBTI workshop for an intact team.  The goal was for team members to better understand themselves, and then better understand their team mates.   We went through the group process of self discovery – which not only provided insights, but laughter and fun as well.

A few weeks later, I saw one of the team members and he said, “Jeanie, the MBTI really worked for us!”  He explained that with his preferences for Intuition and Extraversion, he was always approaching his supervisor with new ideas and different ways to do things.  His supervisor had preferences for Sensing and Introversion, so those new ideas weren’t always received with, shall we say, enthusiasm.  After going through the workshop and digesting the materials, this employee decided to change his approach.  He told me that instead of rushing up to his boss with new ideas, he outlined them in writing – loaded with facts – and gave his supervisor time to think about it before discussing.  When he approached his supervisor the next morning, instead of the usual push back to the idea, the supervisor said, “this is great – let’s do it!”

The MBTI is a really great tool to help employees learn to work better together to produce results for each other and the organization.  And, one of the best things about MBTI workshops – they look at what’s right with people!

When working with clients, I’m always concerned about the transfer of training from the workshop to the workplace.  During a recent conversation with a client, a senior manager didn’t realize how his organization’s managers and supervisors are key players in the success of any training program.  I explained that participants can receive outstanding training, however, back at the workplace managers and supervisors determine how employees will be supported – or restrained – when using the skills taught.  Among the actions managers and supervisors can take to maximize a training session are:

• Meet with employee(s) after the learning session to discuss what he/she learned, and to review the employee’s Personal Action Plan.
• Create a supportive environment where employees are encouraged to try and use new skills.  Coach employees when needed.
• Publish success stories or tips in an organization (department) newsletter, or send out reminder notices of points covered in the learning session.
• Hold employees accountable for using the skills: 1) update job descriptions to include skill learned; 2) update performance goals to include skills learned; and 3) update performance appraisals to include skills learned.
• Develop recognition systems, reward systems for successful use of skills.
• Measure the positive effects of training (i.e. fewer customer complaints, decreased errors internally, etc.) and let all participants know the results.
• Conduct refresher training – on a regular basis designate a portion of a meeting to skills learned.  Consider using role-playing (call it “skill building”) to practice actual situations.

The senior manager I mentioned earlier now understands the above actions promote the transfer of training from the learning site to the jobsite, and is working toward developing the organization’s managers and supervisors into “training partners.” He also sees how these steps affect the bottom line by helping to maximize the organization’s investment in its employee training!

For the past 16 years I have been helping organizations develop their employee “people skills.” One of the most common concerns I hear about training today is time – time away from the employees’ work area both to attend a workshop and travel time if applicable. I believe I have a solution: Power Hour sessions.

In these one-hour sessions, learning focuses on conversation – creating connecting conversations where managers and supervisors can learn about techniques and practices to help them do their jobs. These sessions accommodate up to 15 participants and can be scheduled at any convenient hour of the workday.

One recent Power Hour senior manager said “I’m glad my management team members are discussing this topic together,” and one participant commented “I’ve never thought about this topic in that way before and it’s really helpful.” Participants leave with a one or two page handout outlining key concepts and action steps they will take after the session.

These sessions don’t replace traditional workshops, however, they provide a bridge until the economy and staffing levels give us a little more breathing room and time. Give one a try and see how Power Hours can solve your training time dilemma!