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Nigel Harrison is a performance consultant with over 30 years' experience in helping organisations to set up internal consulting groups using workshops, coaching and problem solving. In The Secret Lives of Dorks Payton is a pathetic dork, a comic book geek whose high school career is one series of bad moves one after another. Related PostsKevin hart Voices Snowball In This SECRET LIFE OF PETS New Video!Happy National Pet Day!
It shows how they must modernise their learning strategies if they want to achieve the same business benefits as top learning organisations. At the CLC Members' Seminar on 17 March 2016, we were inspired by his thoughts on how to improve performance consulting skills. Clive has been a long-standing supporter of Towards Maturity providing independent insights that have ensured our reseach continues to evolve. Hopelessly in love with Carrie, Payton is given life lessons by Carrie, who hopes to socialize Payton just enough to get him off her back and into the arms of Samantha. Here’s THE SECRET LIFE OF PETS Brand New Trailer!THE SECRET LIFE OF PETS Puppy Bowl SpotWatch This Adorable Holiday Greeting Video From THE SECRET LIFE OF PETSTHE SECRET LIFE OF PETS New Trailer Is Here And It Features Adorable Pets! We hope that our contribution will help shape an environment where real-world research informs organisational improvement. Although your ideas may be compelling, it's not easy to execute a plan without support, co-operation and collaboration from peers, stakeholders and business leaders. Furthermore, of the 86% who want to facilitate continuous learning, only 11% report that this is actually happening. Aimee Young writes about how learning leaders can challenge the 'quick fix' syndrome when being asked to come up with business solutions.
We wholeheartedly endorse the challenges he is making to the industry and establishing a professional attitude is an essential element of equipping our teams for change' I have been lucky in my job to spend time with many hundreds of learning and development practitioners over the past ten years or so, in all sectors of the economy and in all parts of the world. And when Payton takes his act out in public… well, that’s when his life shifts into gear from lonely misery to utter disaster! Super realistic quarter scale Diecast Fatboy makes the sound of a running engine when you turn the start key. Given that 67% of organisations do offer mobile learning in some form, it is clear that current mobile strategies are not delivering the desired impact.The current focus for most organisations, is to ensure that existing content is made available on mobile devices. Almost without exception I find them to be enthusiastic, friendly and determined to do the best possible job. Time and again, L&D as an industry is failing to see the organisational impact of its activities and we have now reached a crunch point.
Just as consistently, it is apparent that they experience a major obstacle to achieving their goals and providing the best possible service to their organisations. Laura Overton, Founder and CEO of Towards Maturity, will be chairing a masterclass on learning and talent development, alongside Andy Lancaster (CIPD) and Derek Bruce (ABN AMRO).
I have had the pleasure of working with them and their customers for a number of years and have seen first hand their commitment to identifying and sharing great practices that really work. The majority of mid-sized businesses are also failing to embrace informal learning, realising the power of social media for enabling learners to collaborate and solve problems together, despite 64% of L&D professionals in the sample saying their appeal to the millennial learner is a key driver for their use of learning technologies. In their interactions with key stakeholders they are not afforded the respect upon which their credibility as true professionals depends. For example, 84% are using their mobile learning strategy to help people locate in-house experts when they need them (versus 38% on average), with 66% improving the ability to communicate in real time (versus 32%). Clients come to us to discuss the course and not the problem, with a conspiracy of convenience resulting in a reluctance to challenge the ‘quick fix' approach. They are simply not trusted as they should be to apply their technical expertise in solving problems that in practice are beyond the reach of the lay person.
But to help you apply the right lessons to your organisation, we recommend that you also take part in 2016 Towards Maturity Benchmark to get personalised feedback.
It leverages the data of its in-depth Benchmark Study, the largest learning technology benchmark in Europe.


These tactics are having a range of significant benefits for Top Deck organisations, including:82% have improved the quality of learning experience (vs. Nigel identifies this as ‘solutioneering' - the process by which clients will jump to solutions without identifying the problem. Displaying the photograph, with its vivid colour and clarity of detail, will be a fine addition to your decor. These are tried and tested approaches that we've used in partnership with our clients to produce effective and award-winning learning interventions that deliver impactful change.1. L&D often find themselves in the difficult position of being 'stuck in the middle' between wanting to fix problems and needing to provide quick solutions. What would you do?Your internal client, a long-serving, senior manager, calls you in for a meeting.
Legislation and government promotion of these practices along with a change in demographics are ensuring they blossom but what solutions exist for ensuring all employees are engaged in the learning strategy? If everyone is happy in their learning bubbles, with L&D rolling out courses, learners completing courses and boxes being ticked, then why challenge and change the way we do things? He is looking for a training programme to ease the upcoming transition from Microsoft Office to Google Apps. He suggests a suite of e-learning modules to cover each of the apps in the suite, along with an option of classroom training for those who still prefer this approach. Contact 0208 542 2331 if you would like to book a conference call.About Towards MaturityTowards Maturity is a benchmarking research company that provides independent expert advice and support to help organisations use learning technologies to accelerate business performance. Now is the time to be investing in new learning technologies and systems that today’s tech-savvy, self-driven learners need and want. Work with the subject matter expert or the business customer to identify the main objective of the programme. This will not only help you design the programme, but will also help you measure its effectiveness. If we jump to the solution without understanding the problem, then the process will eventually have to start again because the problem was never solved.
What it means to be a professional To be a professional means a lot more than simply doing whatever the client wants. Redware has successfully developed and delivered a sector-leading Learning Management Solution to an extensive portfolio of clients.Redware has enabled global brands and businesses to exceed their training and development expectations, by enabling formal and informal learning to be joined, bringing talent to life.
We need to start taking a performance consulting approach, identifying the defined business benefits of learning innovation and establishing the measureable value to the organisation. It provides learners with the same environment they expect outside of work - multi-channel, device and media - to help them achieve their learning goals.Redware prides themselves on delivering a personal and transparent service at every stage of the process. You'd like a six-hour e-learning package to train customer service staff to sell over the telephone? Our research shows that on average, only 55% of L&D teams are currently analysing business problems before recommending solutions. A two-day workshop to teach every detail of a new company system to all employees, regardless of whether or not they will be using it? We as L&D have to show the value of learning by establishing how we can link this back to business objectives and working closely with leaders, to ensure a link between the learning and why we're doing it. That's what we're here for, to meet your requirements.Hang on a minute, you're probably thinking. This isn't an encounter between a professional and a client, it's simply order taking.When asked to jump, a professional does not ask 'how high?'. Their clients include some of the world’s best-known brands like Boots, O2, Transport for London and Eurostar, to help achieve business transformation and drive long-term performance success. Reinvent the InterventionIn the ‘Aim for Action' step you established a reason for implementing your learning programme.
If it was then experts wouldn't lecture at novices for hours on end; they wouldn't insist on passing on everything they know, however irrelevant, however incomprehensible.


That's why we have learning professionals, so they can explain, in terms that the lay person can clearly understand, how people acquire knowledge, develop skills and adapt to new ideas, and how best to support this process.
Will that raise awareness, instil attitudes and change actions?One way to fuel creativity for your blended learning project is to ask, "How would an advertising executive tackle this problem of awareness, attitude or action?
Once trust has been established with the client, we can then begin to ask more direct questions that help us identify the real problem and come up with solutions that demonstrate value.
How would they get people to change?" Advertising agencies live or die by their ability to drive behaviour change. Their patients' interests take priority over those of any body which employs them or their own opportunities to make financial gains. Get the client to admit to you the problems they are facing, identify what their challenges are and help them see what the solutions look like Map out who is involved with the problem without solving it. Now we all know that, in practice, some doctors, lawyers, bankers, accountants and other professionals do break this trust and put themselves first, but generally we are shocked when this happens and expect the transgression to be dealt with firmly.As those responsible for managing the learning of adults in the workplace, we also like to be regarded as professionals.
Clients find it difficult to illustrate complex problems in a linear way, so support your approach by drawing a picture of the people involved, and where they fit within the problem.
Every time you develop or deliver content without question as to its efficacy you are doing the same. Why not make use of the employee newsletter, write a speech for the CEO, prepare cascade toolkits for managers or shoot a video for the Intranet?Now that you have a list of the possible channels for reaching your audiences, take some time to think about your different audiences. For each unique audience group, consider how you want to change awareness, attitude or action. Now consider what the best method is for affecting this change.In the final step, you'll need to organise the mix into a co-ordinated campaign.
How could they function without keeping up-to-date with the latest building techniques, legislation, materials, and developments in electrics, plumbing and lighting? Campaign for Change When delivering positive, lasting change there are no ‘silver bullets'. They would soon be unable to provide an adequate service and would rightly ushered out of the profession.The idea of a technophobic architect or dentist seems ridiculous, and yet with learning professionals it is somehow the norm.
And yet it takes as long to become an effective learning consultant, designer or facilitator as it does to become a skilled professional or craftsperson in other fields. If your organisation wants to meet the aim, you'll need to campaign for change!A campaign is a set of interlocking, co-ordinated activities using different media and different channels to achieve a shared objective.If your aim is important, it's time to take the fresh interventions you listed and put together a time-phased and audience-specific campaign.
Gap analysis: it's time to face up to the problem One we have established trust and rapport, we can then challenge the client and get them to start thinking about the real problem. Doing the best for my client will often mean suggesting a solution other than the one requested. They use multiple channels over a period of time to change your awareness, attitude and activity.
As you plan your time-phased, audience-specific communications, start with your aim and work from there.
If your organisation wants to meet the aim, you'll need to campaign for change!Think about how you can design your communication plan.
If you want to continue to focus on equipping your L&D team then it is time for action. Tweak one or two elements or add an extra ingredient into the mix.Finally, communicate your results within the business.



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