Tuesday's Learning Lab (8-10 Attendees - a few had to leave early)

Keynote Comments 

• If you build relationships right with the client (as an external consultant) it lasts longer than the project.  The client is also more likely to let their "brakes" off.
• We often think we have to be quick, get down to business.  We don't ask about family, share what we're passionate about.  That is what lets people truly know you.
• Intimacy, accountability and generosity are key.  Generosity:  see the good in all people; feel free to give to clients before we ask of them.  Can give listening.
• Most people are a bit insecure.
• Have to be able to see the good in everyone; find and connect to the human nature that we share.
• Regarding the exercise in the general session where we were asked to share an "addiction":  Sometimes we do things in organizations that psychiatrists and psychologists do and we think we are in safe territory, but we may not be.  Can be a disservice to ask people to raise things that we are not prepared to deal with, should not deal with.
• Sometimes safer to do this in an environment with strangers that with my colleagues.
• Understanding that some things are not going to be acceptable in every environment (e.g., disclosure that one is gay)
• What makes us professionals is we push the boundaries.
• Need to anticipate what could happen and plan for worst case scenario.
• Twist on the story about "sales hates production, etc., and finance hates everyone vs, eveyone hates finance"  This softened the impact.  I will be more conscious of how I phrase things in the future.
• This is not a good joke.  Even if everybody hates everybody it can be offensive.

Discussion about sessions in general:

• Voice quality can affect what you think of the presenter. This is probably true of client relationships as well. Poor voice quality can affect your credibility with clients.
• Presentation style can do the same.
• Unintentional - "I'm going to give you THE truth." This comment caused a negative reaction. (The person liked the speaker's books, but disliked her presentation style and totally disconnected with her when hearing her present.)
• The Reinventing the training function session reinforced things I personally experience. "Everyone is a little crazy out there. Why should we expect things to be different in the workplace?"
• Express what you appreciated as an audience member. This reminds me that my style may not be good for all.
• Some people find the negative and don't focus on the value of the session.
• Some comments are not productive, i.e., "I've never slept with so many people in my life. Boring!" And this comment came from a learning professional!
• Trainers can be one of the toughest audiences. This can also be true of educators.
• It might be our perception of the groups. A participant once worked on a project management class and during the pilot her partner made a list of 100 items. Two were positive comments and 98 were improvement recommendations, including the how.
• Our reaction is to be defensive instead of looking for the value in the feedback.
• We tend to judge who wrote what on evaluations. Example: "I know who wrote that and he came into class with a poor attitude."
• Remember we are in the people business!

Discussion regarding the people side of the business and retention of good employees.

• In one session there was the following True or False statement: Sr. executives believe that retnention (people focus) is a major business indicator. This was said to be true. The problems is that many say they believe it, but they don't apply adequate time and resources to address the issue.
• They are more interested in the bottom line.
• The question might be how we measure the problem.

 Monday's Learning Lab (14 Attendees)

Discussion about copyright: 

• Work we create is our work; if a company wants to own it, they have to have a contract to own it.  Work done "for hire" the company owns; be clear about who owns materials you develop.  Make sure you know who owns what.
• Discussion about ROI
• Who pays for evaluating the impact of training?  Does the client pick this up?  Can try to sell it to them.  More successful selling post evaluation if it is sold as ROI, impact on business results.
• Given the enormity of the task, do you absorb part of the cost?  Charge them for the process and associated coaching, but we want them (the client) to do the work. 
• Financial measure of the impact in dollars is complex.  It is not job impact, before and after performance.
• Success case method, ties in to value added.  If you want to achieve results in this training or intervention, this work shoould do it.  Did it?
• Some have no interest in ROI at this level because of cost, intensive labor involved.
• Issue of understanding who the client is. This is sometimes challenging because people within the organization are not always forth-coming. Examples: 1) A Sr. V.P. may hire you as a performance consultant, but the issues need to be addressed at an even higher level. 2) Some individuals may not want problem issues brought to light because of how they may reflect upon that person. 3) In some cases addressing a problem at one level causes another department to "lose income." It was suggested that we must work to get people aligned. Deming's philosophy of reviewing individual reward systems was mentioned. Those systems sometimes perpetuate competition among team members instead of supporting a team effort.
• Issue of individual rewards for performance was discussed. Comments included: 1) Some CEOs actually set up competition to increase sales. 2) This process allows the organization to keep the "tigers" (top performers). 3) Question: How do you compensate the tigers in the organization so that you don't lose them? 4) Basketball analogy even the super stars have to work as a team to be successful, yet they are highly rewarded. 5) Example of successfully maintaining the tigers: Highly successful Australian Bank hires the best and pays them very well. If they turnover, they turnover. It's working for them.
• In reviewing this issue from the standpoint of developing the next set of leaders the following was discussed: 1) Be careful about creating a cult versus a culture. 2) New leaders will include the super stars. 3) Questions: What are we leading to accomplish? 4) The industry environment will be reflected in individual company environments. 5) Get clients to cooperate across lines and help them see the value. 6) How does competition affect efforts of fostering new leadership? Is there a price to pay for servant leadership? Balance may be the answer.
• Important take-away from today - Performance Improvement is more difficult to sell to a potential client than Improving the Bottom Line or Business Goals. Carefully position your services.
• From earlier session (sorry I don't have the name) - Benchmarking study showed that losing a level 5 leader has significant impact on successfulness of an organization.
• Question: Does anyone know of a good conflict mode instrument other than Thomas-Kilmann?
• Recommendation for good session being repeated: Accelerating the Transfer & Application of Learning.
• Question: Do you come to ASTD every year? Why or why not? Some responses: 1) Attend every year if time and budget allows. 2) Get involved in local chapters and learn about volunteer opportunities that can provide partial or full registration. 3) There is a session tomorrow on how to apply as a presenter at the International conference. 4) If you belong to numerous organizations like ASTD, NSA & SHRM and can't attend them all each year, alternate attendance and buy tapes when you can't attend.