Predictions for Learning & Development in 2014

With the recovery of the recession in full swing, training is on the rise again.  With that said, we have a prediction for Learning & Development moving into 2014 which might just surprise you.

Before we press on with today’s article, here are a few questions you may wish to consider for your business heading into next year:

“How could Learning & Development help your staff members both individually and as a team in 2014?”

“What specific skills would help your business deliver an even greater service to your customers?

“What are the 3 main areas you would like to see up skilled within your team by the end of next year?”

“Combining all of the above, how could Learning & Development help your business rise to the next level?”

Training Predictions for 2014

You do not need to answer these questions in detail right now, however once you have read today’s predictions for Learning & Development you may wish to revisit these questions and see how closely they link to your business and aims for next year and beyond.

The prediction relates to an area which even just 10 years ago didn’t really exist in the Learning & Development world but in contrast, over the last 12 months has been bubbling up and by next year will be ready to explode. This area is called Intrapersonal Skills (relationship with yourself), this includes courses like Emotional Intelligence Training Course, Presenting Skills Training Course, Building Personal Resilience Training Course and Leadership Training Courses.

Presenting skills and leadership courses also relate to Interpersonal Skills (your relationship with others), which no doubt these courses are about that, yet we are realising more and more now that in order to influence others and communicate effectively, we must first own a confident and good relationship with ourselves, especially in the business world. 

Emotional Intelligence takes this one step further and delves into the depths of the subconscious mind, being present and understanding that we can control our emotions or at least manage them, something that is essential when working in a busy and high demanding office environment.

Why are these types of courses becoming so popular in the business world?

• Intrapersonal Skills courses are no longer considered fluffy or non measurable.  This is greatly due to training companies ensuring they are delivering to a higher standard but also because of the growth of the personal development industry over the last 5 years and the direct impact it is continually having on people’s lives for the better.  How many people do you know who have read at least one personal development book at your office?  Perhaps you have read one or more yourself?
  
• Stress costs the UK economy up to 12 billion per year - a recent study done by mental health charity MIND revealed that work is the most stressful factor in peoples’ lives, with one in three people (34 percent,) saying their work life was either very or quite stressful.  Therefore, companies are now being very proactive by investing in their staff members’ health and wellbeing.  Businesses are achieving this by offering staff courses such as some already mentioned in this article.  After all  ‘Prevention is always better than cure.’
  
• With technology making such dramatic advances over the last decade, the focus and emphasis has now been put back on ensuring team members are up to date on these technological advances.  This ‘change’ within a business can also come with a lot of resistance so once again this is where Intrapersonal skills play a vital role in staff members being able to be adaptable and open minded to change.
  
• The above point also relates to companies being fully aware of the uncertainty felt by many working Britons about their job security so by offering staff a variety of training courses team members can feel the company is investing in them and more so than this, the staff member can keep their skills sharp and even be up for promotion internally when the opportunity arises.

Overall, Learning & Development has the ability to bring staff members together in a fun but professional environment, it allows people to speak their mind about their views and vision with their current company. It can also work as a great motivator even if each staff member takes 2 or 3 skills or tips back to the office with them after a training day and finally, the one thing that is constant is change, training will always work as a facilitator to assist with that change.

Now could be a good time to return back to the questions at the beginning of this article.  However, this time when asking each question, have a pen & note pad ready and consider how Learning & Development could impact the mindset, skills and emotions of staff members within your business and even yourself.

‘All change starts on the inside.’ 

To train your team, have a look at what courses Capita Learning & Development offers in 2014. If you need any tailored courses please call 0800 022 3410.

Written by Pete Scott, a learning consultant at Capita Learning & Development.

How can managers step up to the challenge of managing remotely?

In days when going to work meant commuting to the office and sitting at one’s own desk, managers were encouraged to be present – to keep their eyes open and their hands off and promise the metaphorical open door.

Working from home

But what about in days when being present means occupying virtual space and the door has been replaced with a portal? How do managers maintain the correct level of contact with their teams whilst ensuring effective performance and appropriate behaviours?

To understand what to do it’s worth understanding what has created the need to manage remotely:

• Virtual teams created by the availability of technology
• Matrix management created by the need to be leaner, more effective and more responsive to client demands 
• Flexible working environments (e.g. working patterns, working space configuration)  created by the reaction to customer/user demands and the social needs of workforce

The challenges presented by these newly created environments, means that the manager must be aware of, and support, the shifting needs and feelings of many:

• Those taking the step into remote working for the first time
• Those experienced members of the team who need to retain a sense of belonging whilst maintaining the motivation to achieve
• Those working in virtual teams who may been spread throughout the country or the globe  
• Those on the team who do not have the opportunity to operate remotely and often openly deride their colleagues for (cue fingers indicating inverted commas) “working at home” 
• The manager who must tussle with the potential feeling of  loss of control

When developing his “Action Centred Leadership” model in the 1960s and 1970s, John Adair could not have anticipated the increased significance it would have taken on but never have the underpinning needs of its component elements  –  to manage and develop the individual, grow the team and achieve the task – been more relevant.

Of course in there are some very simple management actions like keeping electronic diaries free of unnecessary meetings and placeholders but it goes way beyond that. This is about setting conditions and environments for matters like communication, performance objectives and expectations from all. So what good practices can managers adopt?

Get the team emotion right

• Consider the effect of motivation of those working at the office versus the perceived (and often real) benefit for those working at home
• Remember that new working arrangements cause a shift in behaviour with the team (they are reverting to storming) so is it time to reconsider the ideology of the team – how do we work together, what is expected of each other, how do we communicate, what does respect look like, how do we deal with issues and problem, what does “belonging” mean and so on)
• Consider the practical (e.g. time) and cultural elements of global virtual teams  
• Develop the collective maturity and capability of the group so that you can progressively increase group freedom and authority 

Get the individual expectations right

• One size does not fit all – what feels right and gets the best out of one relationship doesn’t work for another. Start with the default position of asking the individual what they need to make remote working effective and come to agreeable solutions
• Develop individual freedom and authority - avoid overcompensating for not having sight of individuals. In remote situations “management by exception” has to be the de facto approach – agreeing standard communication up front and agreeing what constitutes exception situations when additional communication is required
• Remember that recognition and praise is not as immediate or ad hoc so take the time to provide this – it means even more when working alone for periods of time to have effort and good work acknowledged
• Remember that working in isolation is not necessarily always felt to be a reward (or indeed a preferred way of working) – what motivation does the individual require and how can you provide this? (NB – motivation itself is a huge topic and is covered in other blog articles)   

Get the performance management of the task right

• Manage by outputs and outcomes not inputs or process 
• Be accurate in your expectations surrounding deliverables (measures, timescales, strategy and tactics responsibilities), objectives (accountabilities and measures) and task (standards, quality, time and reporting parameters)
• Consider what resources (physical and emotional) the individual requires
• Do they have a support network provided? 

In achieving the right balance in all these, the manager has the chance of nurturing a successful remote working environment and step up to effectively perform the sole responsibility of managing remotely.

Written by David Mathieson, a learning consultant at Capita Learning & Development.

The 3 C's to Achieving Your Goals

Just by embracing 3 simple yet powerful words, your goals can be yours.

Goal Completion

Commitment
By making a firm commitment to achieve your goals, you put aside all excuses and become more determined and focused than ever before. Successful people set and write down their goals and then refuse to budge no matter what happens until they have achieved them.

Once you have set clear, specific goals with definite tasks and deadlines, your subconscious mind will then set about finding solutions and opportunities to help you get them. Without deadlines it is easy to procrastinate and put off important tasks.

Completion
It is very common for people to complete 90% of a task and then slack off the final completion. You must discipline yourself to fight off this natural tendency and push through to completion.
Every time you complete a task your brain releases endorphins which give you a sense of well-being and elation. The greater the task, the more endorphins are released. Those that work with me regularly, know how I use the reward and punishment system for completing action steps. Well this is nature's way of rewarding you.

Everyone likes to feel like a winner and you get a feeling of winning by completing a task 100%. When this habit of task completion kicks in, your life will begin to improve in ways you can't imagine. However, the reverse is also true. The incompletion of a task is a major source of stress and anxiety. If you have ever had a major assignment that you have put off, you will understand what I am talking about. The longer you wait, the closer the deadline, the greater the stress. It can start to keep you awake at night. When you finally complete it you have a great feeling of relief.

Closure
Bringing closure to an issue is essential for you to feel happy and in control of your situation. Lack of closure, unfinished business or an incomplete task is a major source of stress, dissatisfaction and failure. It consumes an enormous amount of physical and emotional energy.

Yvonne Bleakley
Learning Consultant, Capita Learning & Development

Should managers possess and encourage creativity and innovation?

In striving for results and measuring the degree to which objectives are achieved, managers often fixate on effectiveness  – doing the right thing  – and pay less attention to efficiency  – doing things right.

This may lead to a lack of attention to solving problems or introducing improvements and the tendency to think of that well worn adage – “If it isn’t broke, don’t fix it”

But managers are required to “fix it” –  to ensure operational and strategic problems are solved.  Generating solutions require creative problem solving and the encouragement of creativity in themselves and their teams –  to develop the ability to go beyond the obvious daily habit and routine.

Creative Problem Solving

In his book “Applied Imagination” Alex Osborn said:

 “Creative problem solving defers judgment on a right answer. Instead, the process evaluates many possible answers, seeking patterns and relationships that might suggest solutions we wouldn’t otherwise see”. 

Naturally not all solutions and suggestions require innovation or unique ideas. However, developing the capacity to extend the style of thinking and problem solving provides the opportunity for creative solution generation.

It’s crucial to understand – and help the team understand - that creativity is:

• An ability – creativity is often suppressed but everyone has the ability to imagine or invent something new and to generate solutions by combining, changing, or reapplying existing ideas
• An attitude – creativity is grown by overcoming socialised norms, accepting change and newness, being willing to play with ideas and possibilities and the habit of enjoying the good, while looking for ways to improve it
• A process – creativity requires hard work to suggest ideas and solutions. Creative people make gradual alterations and refinements – few works of creative excellence are produced with a single stroke of brilliance

It’s worth remembering that people tend to generate their creative resources in two environments:

• In stressful situations 
• When feeling uninhibited

The manager has massive impact on the emotional temperature of the team and the environment in which it works, and must ensure that this is free of inhibitions and:

• Eradicates the “What will people think?” mentality which encourages conformation (promoting the notion that to deviate from ‘norms’ is wrong) but increases the toying with the “What if?” 
• Eliminates limiting thinking about ability. People often defer to ‘experts’ to create solutions – “I can't do it”, or “There’s nothing I can do”. History, though, is replete with examples of solution generation from the unlikeliest of sources – and a good mind with a positive attitude will go far in producing creative solutions 
• Abolishes the “I might fail” syndrome – the reluctance to risk that is caused by the societal view of failure and results in people being afraid to experiment. Fear of failure is one of the major obstacles to creativity. The cure is to change attitudes. Controlled failures should be expected and accepted – they are simply learning tools that help focus the way toward success 
• Deals with overcertainty – the reaction of “It can't be done” gives the situation or problem power; giving up before starting is self fulfilling.  Prejudice caused by preconceived ideas often prevents clear sight beyond what is already known or believed to be possible. 

When this environment is in place, managers should develop creative methodology with the team – techniques that can help define situations or problems, explore their attributes, generate alternatives and evaluate and implement ideas. These tools include:

• Ishikawa (or Fishbone) – an analysis tool that provides a systematic way of looking at effects and the causes that create or contribute to those effects. This tool will assist the team identify and categorize the many potential root causes of problems or issues in an orderly way 
• “5 Whys” – a simple process of articulating the current situation and asking “Why the situation or problem happens”. If the answer provided doesn't identify the root cause of the problem, the question is repeated and there is a loop back to the previous step until the team is in agreement that the problem's root cause is identified
• De Bono’s Six Thinking Hats – this industry standard team discussion and individual thinking tool provides a means for teams to plan thinking processes in a detailed and cohesive way, and in doing so to think together more effectively. Looking at a situation with this technique helps to create solutions using all approaches. 

So, should managers be creative and innovative, encouraging the team to do likewise?

The harmony of effectiveness and efficiency requires it.

Find out more about Creative Problem Solving Training Courses Available in London.

Written by David Mathieson, a learning consultant at Capita Learning & Development.

Improving your business presentation and speaking skills

Being able to present confidently and effectively in business is probably one of the most underrated skills in the working world today.

If you cast your mind back to a great business presentation you have attended, there will be a number of reasons of why it was great.  Let’s find out some of these reasons now by asking some questions:

“Was the speaker organised and kept to time commitments?”

“Were they knowledgeable and passionate about their topic?”

“Were they confident?”

“Were they able to build a relationship with the audience?”

“Did they have a clear message that was easy to understand?”

Business Presentation and Speaking Skills

By even asking these questions we can start to draw out some of the strategies and behaviours of a great speaker versus an average one and it is vitally important that when preparing your own presentations, you think about these factors and not just the content which needs to be delivered.

Over the years, we have started to understand this science behind great presentations and the good news is that these skills can be shared with more and more people so they too can feel confident when delivering a presentation.

The first thing to know is that at work, you are presenting all of the time.  From meetings, staff training sessions, one to one coaching to that twenty-minute presentation you will be doing next month in front of 200 staff.  Hence, another strong reason for understanding and practicing becoming the best speaker you can possibly be.

With knowing that you are presenting and speaking in a business environment regularly, let’s share some areas to consider before your next presentation.

Great speakers have the ability to contextualise their presentations or in other words, they are fantastic storytellers. This helps to even turn the driest topic into something interesting.

Although the benefit of adding context to our presentations makes sense, most people still avoid it at all costs to purely focus on content and by doing so the belief is that with enough content the presentation will go smoothly.  This is rarely the case.

As already discussed, you may have the best content in the world for your presentation or speaking engagement, but the question still lies in ‘how can you bring that content to life?’

Contextualising your presentation can be through metaphors, personal stories, example stories or even complete make believe stories (so long as they relate back to the content!)  Yet, the human mind remembers far better when a story is told, it gives clear links, it evokes emotion and months, even years later we always remember a good story.

Perhaps take sometime out today to think of how you can start bringing your presentations to life through adding context.  A great way of checking you are organised for an effective presentation is by checking you have the three C’s.

• Content
• Concept
• Context

Concept so people understand why they are there in the first place, content for the science and logical approach and context to win the hearts of the audience.

Written by Pete Scott, a learning consultant at Capita Learning & Development.

To be or not to be a Trainer? You decide…

Trainer: benefits

Being a Trainer can be a varied and exciting role, travelling to UK and International destinations, meeting people of different cultures, with no two days the same. But every job has its up and downs, so what is it really like to be a Trainer?

Delivering courses to large groups of people can be a daunting task. Standing up at the front with all eyes on you could be someone’s nightmare, but then again some people love being the centre of attention! Speaking publicly is something that takes practice and time to build confidence, but this skill is something you’ll never lose once mastered. There’s nothing like the feeling you get from a job well done – receiving great feedback and knowing that you have helped people learn something new or motivated them to develop themselves further. There’s always the odd time when you have to deal with an unruly delegate, but no job can be smooth sailing all the time, and there is a great support network of trainers so we can help and advise each other and learn from each others’ experiences.

People often wonder how trainers remember everything they need to deliver their courses. Although all learning and development professionals spend years developing a base knowledge of a variety of subjects and theories that they can refer to when delivering training, by no means are they required to have all of this information on the tip of their tongues. Preparation is key! Subjects can be revisited and refreshed upon the night before and notes can be made to refer to during the training sessions and in breaks. Of course, some of the learning is so embedded, delivery just comes naturally.

Another big part of the job is the travel involved. Trainers for Capita Learning & Development travel across the UK and also abroad to places like the Middle East, The Gambia and Europe where they can drink in the culture and sights. However, as the travel is for work, trainers find their free time for tourism quite limited as the majority of their time is spent travelling to the venue, preparing and working. But some people are just not made to sit in an office…

So, it’s important to weigh up the pros and cons of any job. And our trainers have all jumped into their roles – imparting their expert knowledge, passion, and support to many people on a daily basis.

As one trainer summarises: “What other job can offer you the experience of working in so many different places, industries, cultures, with new faces and challenges on a daily basis?”

So you decide. To be or not to be a Trainer?

Written by Claire Hopkins, a learning consultant at Capita Learning & Development.

Strategic Thinking – but whose job is it anyway?

Thinking strategically, often seen as the accountability of top management, is a skill and a process that are required to grow the organisation both in times of stability and in challenging circumstances.
So, what is strategic thinking and why should there be a cultural acceptance of it being part of everyone’s job and not just the domain of the select few?

Strategic thinking

The Cambridge dictionary defines strategy as:

a detailed plan for achieving success in situations such as war, politics, business, industry or sport, or the skill of planning for such situations

What the definition makes transparent is that strategy is just that - a plan; a plan to reach something. As such strategy can be deemed to be “owned” at various levels and responsibility and awareness ought to be organisationally grown.

It is true to say that long term, far reaching organisational aims, the design of culture and the creation of ethos must be “driven” - but not owned -  by senior management who ensure that operational plans and activities will then take over. In this way strategy is cascaded down throughout all levels of staff.

But balanced with that, organisations are increasingly bottom-up type businesses.  People want, and must see that they have, the opportunity to inform organisational objectives and deliver their part of the business to contribute to a successful organisation. Of course it is far too simplistic to think that organisations operate as democracies or co-operatives; they need to be managed with plans that can be immediately linked to the external environment and for organisations to be successful these links, and therefore these plans, must be recognised at all levels.

This knowledge must be implicit not tacit in the organisation – how operational and operational plans and thinking inform and support strategy and strategic thinking.

In enlightened times and in enlightened organisations individuals want (and seek) amongst other things -

• engagement in the organisation and its successes 
• fulfilment
• sense of being valued

Informed senior management want at the very least -

• People to take responsibility
• Committed individuals
• Success through effort
• To meet (beat) strategic objectives

So what can organisations do to grow the strategic thinking culture and support the above desires? Well it’s back to the ownership of plans at all levels – but plans based on the understanding of how strategy can be informed from the bottom up with a clear line of sight from the individual to the organisation. Steps to achieve this are:

• Establish a raison d’être  – increase the sense of ownership by having people articulate “what business they are in” (make sure it’s aligned to the organisation’s business and coach out any differences) and design a mission around that understanding
• Define the destination - have people agree what the strategic intent is of “their business” – how will they help the organisation beat the competition, differentiate, collaborate or survive?
• “SWOT” the issues – have individuals and teams scan the internal and external environment – what are the requirements for “their business” to succeed? What might get in the way of achieving strategic intent? What resources can be best leveraged and what opportunities are there for growth and improvement?
• Plan the journey – ensure the individuals and teams undertake the design of the objectives that will achieve the strategic intent and state the actions that will get them there.

Naturally these steps can be undertaken at an individual level too and built in to the performance management process.

The bottom line is that it is paramount for organisational success that strategic thinking is considered the property of all and that there is empowerment of individuals at all levels to own and take responsibility.

So whose job is strategic thinking? Everyone’s.

Written by David Mathieson, a learning consultant at Capita Learning & Development.