Hey, Hey, Do Your Homework!

We were on a subscription-only webinar the other night with a bunch of people who have committed to working their butts off over the next year to help turn around the organizations they care about. This was the second webinar in a year long series, designed to support the work we're also doing with them on the ground. After each webinar they'll have "homework" to do, in their teams and in their organizations. What they didn't know until this second webinar is that, each month, we're going to ask them whether or not they did it.

As it turns out, most of them didn't.

Oh, we know, it's a busy time of year and all that. Also, when you're starting something new, like they are, it can take awhile to get up to speed and get in the groove and begin new habits. And, for a lot of us, "homework" would be a new habit! We're confident that these folks will get the hang of this and that when we ask them next month, most of them will be able to say they did their assignment. 

We hope so, anyway. Because the truth is, nothing is going to change in your organization until it begins to change in you. And you aren't going to be changed just because you sat through a great presentation or attended a dynamic workshop. These things can give you new information, inspire you to want to be different, spark your imagination, and invite you to make a commitment to get started on a new path. But real change in you and in your organizations...? Well, that takes something more.

There was a great article in the Wall Street Journal this past weekend, written by Harry Martin, associate professor of management and labor relations at Cleveland State University, who has done a little research into the effectiveness of training-and-development programs. It doesn't surprise us to learn that his research shows a training program is only as effective as what comes afterward.

Based on what he learned by studying the training-and-development programs of two large companies, he says there are five factors that contribute to real change in the performance of those who participate:

• Put in on paper.

It's not enough to just listen to somebody in a keynote or a workshop describe new behavior and the possible outcome of behaving in new ways. You have to envision what that would look like for you, in the organization you care about, and you have to make a plan for how you're going to put these new behaviors into practice.  

• Measure the results.

When people know their behavior and the outcomes are going to be evaluated, they are more motivated to put what they've learned into practice.

•  Create peer-to-peer accountability.

Martin's research shows that the more peer meetings people attend, the more learning got transfered to the workplace, even where supervision was mediocre. A little help from our friends can translate into a lot of positive change.

• If you're in charge, give it everything you've got to give.

If you're asking people to change, you need to be willing to provide the coaching or mentoring they need. Be clear about what you expect. Help people stay focused. Be encouraging. Be ruthless about getting rid of roadblocks to success that exist in the system. Be transparent about the changes you are making. Don't expect anybody to care more or try harder than you are.

• Create access to experts...and use them when you've got them.

Martin's research shows that people who attended follow-up sessions with trainers and instructors were more likely to apply what they learned on the job. Follow up sessions create accountability in the system; give people an opportunity to ask questions, problem-solve, and plan for next steps; and go deeper, learn more, gain more knowledge and skills.

Go ahead and read the whole article here. Martin's research validates our observation. A great keynote or a dynamic workshop can educate, inform, and inspire people. But what really matters is what happens afterwards. We cannot overestimate the importance of coaching, peer-to-peer interaction, follow-up training, using experts, making a plan, and measuring results if you're really serious about moving - and moving the organization you care about - in new directions.