muniBLOG: Training

Cyber threats and how to protect your municipality

Brad Pinch – Director of Municipal Needs at AccessE11

 

Often, when we hear about securing online systems against cyber-attacks the first thought is to invest time and energy into cybersecurity software. While this is important, and should not be downplayed, did you know that software alone will only defend against a small percentage of cyber-attacks?

Hacker Image

 

The easiest way for someone to breach your security infrastructure is to employ the unsuspecting assistance of your users.

According to PhishMe’s 2017 Enterprise Phishing Resiliency and Defense Report, 91% of all cyber-attacks are a result of people who fall prey to Phishing Attacks. Of the remaining 9% of cyber-attacks, more than 75% are the result of other forms of “human failure” to secure information.

Phishing is an attack that begins with a very targeted email sent to your staff (and perhaps yourself), that often impersonates a service provider, colleague, family member or friend and entices you to click on a link or open a document. This action may include a request for private information that provides the perpetrator with the means to launch a secondary cyber-attack or it may launch an attack directly through the download of malicious software. Attacks can be in the form of spyware, malware, and increasingly ransomware and data theft.

Wombats Security’s – State of the Phish 2018 report– suggests that phishing attack frequency from 2016 to 2017 increased by 48%; phishing is on the rise because it continues to work. Hackers have quickly learned that it requires less energy to trick users into giving them access than it does to circumnavigate the sophisticated security systems deployed today.

6 simple steps that a municipality can do to protect themselves

Here are a few steps a municipality can take to minimize its chances of security breaches and cyber attacks.

  1. Stay Informed and educate your team

Much of the battle against phishing and spear phishing (personalized phishing) attacks is getting users to understanding what this type of attack looks like, so they are less likely to be duped. Phishing relies on basic human conditions:

  1. information overload and shortcuts our brains take to process the information,
  2. a desire to help those we care for and trust of information that (seems to) come from them,
  3. curiosity for new information.

These traits are well known to attackers and are exploited in order to get victims to click on a link or open a document. Emails look like they’re from legitimate sources: Microsoft 365, Google, Dropbox, PayPal, Adobe account, LinkedIn, credit card company and many more.

There is a great infographic called don’t get hooked: how to recognize and avoid phishing attacks from the Digital Guardian. Print it out and post it for all to see.

  1. Keep your software up to date

Malware is being created all the time and is designed to take advantage of newly discovered vulnerabilities in our general use software. Vendors are quick to update their software, but you must update your version in order to be secure. You should regularly, or ideally automatically, update your software:

  1. Browsers (Chrome, Safari, Firefox, etc)
  2. Operating Systems (Windows, MacOS)
  3. Office Software (Outlook, Word, Adobe)
  1. Call before you click

Any email from a bank or colleague can usually be responded to directly, rather than via a reply or by clicking on a link. If there is ever any doubt, call your bank on the phone (using published numbers, not one in the email), or log directly into their website directly – not from the link in the email. By not taking the shortcut, fraudulent links can be avoided.

  1. Install anti-virus software and activate the Anti-Phishing toolbar if available

Antivirus software is designed to guard against known vulnerabilities. Even though today’s operating systems are more secure than ever, security tools look for malicious content in real time and provide an extra layer of scrutiny. And make sure you keep it updated as well.

Internet browsers can also be extended with anti-phishing toolbars. Such toolbars run quick checks on any site you visit and compare it a to lists of known phishing sites. If you stumble upon a malicious site, the toolbar will alert you about it. This is just one more layer of protection against phishing scams, and there are many that are completely free.

  1. Implement Secure Password Policies

As hard as it is to believe, the 10 most common passwords in 2017 were:

  • 123456, 123456789, qwerty, 12345678, 111111, 1234567890, 1234567, password123, 123123, 987654321

It won’t take a hacker long to break these codes.

Equally important though – do not use the same password for everything: If you do, and someone gets access to one system, they can often get access to them all. If you struggle to remember passwords (who doesn’t) there are many excellent tools that can assist:

These programs store an encrypted version of your passwords on your computer and conveniently provide them when you need them. This means remembering only one password.

  1. Beware the Unknown Storage Devices

It is possible the free USB drive that is received from a tradeshow, or the one you found in the parking lot has a virus on it. Sites that sell marketing USB drives unwittingly provide ones that have viruses installed from the source in China, Russia, India, Korea and other countries (yes including the UK, US, and Canada). These were likely never checked by the company who put their information on the drive to give to you.

If a data storage device is not bought by your company or municipality from a reputable source then it should not be allowed on one of your computers, ever!

These are only a few ideas to help better protect your organization from cyber-attacks. The common element in each remains the same; people and their behavior represent the greatest risk but also provide the best defense against cyber-attacks. Any user can open the door to intruders, so ensuring everyone understands the risk and remains vigilant is critical. Investment in the human factor will pay off quickly and be more cost-effective than any other action.

For More Interesting Articles on Issues that Municipalities are facing please visit us at https://www.accesse11.com

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9 Essentials to Honing Your Leading Edge and Boosting Team/Culture Performance

Many leaders feel they can’t do much to change behaviors and culture. But overwhelming research shows that’s not true. Leaders have a major impact on “the way we do things around here.” A team or organization’s culture ripples out from its members and leaders. The single biggest key to transforming a team or organization’s culture starts with its leaders defining and developing their behaviors.

Teams and department/divisions with exceptionally strong leaders build thriving peak performance local cultures even if the bigger culture they’re part of, and leader they report to, are weak. Organizational culture exists simultaneously and independently at three levels: the unit/team, department/division, and entire organization, and those micro or main cultures can be enriched at any level.

Nine elements especially stand out from this latest review of best leadership and team/culture development practices:

  1. Lead, Follow, or Wallow – highly effective leaders make critical choices to proactively change, grow, and develop rather than being changed
  2. Strong Leadership Cuts Through the Management Maze – team/organization performance is dramatically improved when good managers learn how to become great leaders
  3. Yield of Dreams – highly effective leaders tap into this infinite and renewable energy source
  4. The Heart Part – courageous conversations, two-way communications, and openness, come from, and expand, trust
  5. Coach Diem – outstanding leaders seize key coaching moments to up everyone’s game
  6. Making Teams Work – too often managers build a “scream team.” Extraordinary leaders build dream teams by boosting collaboration, cooperation, and coordination
  7. Three Core Questions Defining Your Team or Organization’s Culture – too many vision/mission/values statements are lifeless gibberish and generate a high “snicker factor”
  8. Hitting the Shift Key – the best leaders and teams act on their understanding that their culture ripples out from what they do, not what they say
  9. Setting the Culture Compass – failing to map a route through the many swamps and sinkholes of team and culture change are why 70% of these efforts die out

Rate yourself on this checklist. How’s your leadership? How’s your leadership team?

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Practical Ways Leaders Can Model Culture Change

A department, division, or organization’s culture ripples out from its leadership team. A team that wants to change “them” needs to start with a deep look in the mirror to change “us.” Organizational behavior reflects leadership team behavior. This is much like an old parenting adage, “children are natural mimics; they act like their parents despite attempts to teach them good manners.”

In their 10-year global study of leadership and culture development (published in their book Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage), Scott Keller and Colin Price report, “programs in which leaders model the desired changes are four times more likely to be successful. In an organizational context, the key elements of role modeling are transformation among senior leaders, symbolic acts, and developing a cadre of ‘influence leaders.’”

Here are just a few ways leadership teams can model the behavior they want to see rippling throughout their culture:

  • Bring customers, customer advocates (salespeople are excellent ones) and front line service deliverers to key planning and operational sessions.
  • Put on an apron or pick up the phone and serve customers without being introduced as top leaders. You’ll be sending important signals. And might even learn something.
  • Serve your producers and servers. Continually ask them what the leadership team can do to help them provide higher levels of service/quality. Hold managers accountable for serving their teams.
  • Overlook weaknesses unless they’re clearly causing problems and must be addressed. Develop and nurture strengths that align with the individual’s passions and what the organization needs from him or her.
  • Celebrate, honor, cheer, applaud, reinforce, laud, praise, extol, and otherwise reinforce all behaviors that exemplify your core values and desired culture.
  • Ensure leaders are first in line for leadership and key skill development. Model those skills in meetings, coaching activities, and team decision making and planning. And having senior leaders deliver those sessions to the next level of managers infuses the training with a whole new sense of priority.
  • Search out and destroy all executive status symbols, perks, or privileges that contribute to the “we/they” gap.
  • Agree on three or four Strategic Imperatives that will strengthen your culture. Establish cross-functional teams to lead those changes and set a rigorous follow through process with regular updates to the leadership team.
  • Get unfiltered and anonymous feedback on your leadership effectiveness with 360 assessments. Build personal and team development plans around that feedback that leverages strengths and addresses any “fatal flaws.” Involve others in your personal and team development process.
  • Hold regular meetings with team members in groups and individually to discuss your leadership and culture development progress.

The most effective communication is face to face. The most believable communication is behavior.

You can watch our recent Executive Team Building and Culture Development webinar for a deeper look.

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Coaching Matters: Are You a DIY Manager Choking Growth and Development?

Good managers often have strong technical expertise and analytical skills. They love to jump into the details and resolve tough problems. Effective leaders resist the quick-fix, I-can-do-it-better-myself temptation. He or she knows such do-it-yourself projects reinforce the upward delegation cycle (“Hey, boss. Here’s another one for you to solve”). This leads to him or her becoming ever busier while team members’ growth is stunted, and the organization slows down to the pace of the stressed-out manager.

The sad story of hard driving entrepreneurs or upwardly mobile and ambitious managers choking their organization’s growth is an all too familiar one. These entrepreneurs and managers become the barrier to the organization reaching its next level of growth. These managers don’t make the transition from running operations to building a team that runs operations. Their own stunted leadership growth prevents them from making the critical transition from driving and directing to coaching and developing.

Countless studies show leaders with highly developed coaching skills have a huge impact on their team or organization’s results. For example, less than 15% of employees with leaders rated in the bottom ten percent of coaching effectiveness rate their work environment as a place where people want to “go the extra mile.” However, when leaders are rated in the top ten percent of coaching effectiveness, “going the extra mile” leaps to nearly 50% — a threefold increase. A MetrixGlobal survey found that “business coaching produced a 788-per-cent return on investment and significant intangible benefits to the business.”

This month’s Harvard Business Review features an article on “The Best Leaders Are Great Teachers.” Management professor and author, Sydney Finkelstein, (his new book is Superbosses: How Exceptional Leaders Manage the Flow of Talent) reports,

“…the best leaders I studied were teachers through and through. They routinely spent time with employees, passing on technical skills, general tactics, business principles, and life lessons… and it had a remarkable impact: their teams and organizations were some of the highest-performing in their sectors.”

A manager sees people as they are. And they’re often a growth choke point. A leader sees people as they could be — and nurtures that potential through strong coaching and development.

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Communicating and Listening Non-Judgmentally: Tools for Dealing with Mental Health Issues in the Workplace

I am finding as I train, coach and mediate that the issues in the workplace are becoming more complex. In recent events, some high profile individuals have come to the attention of the media as a result of their actions. We are finding mental health issues are more of a concern and the means to address them is less easy. In this article, I am attempting to share some tools you may want to engage in when speaking with your colleagues or employees.

Communication is not just saying words; it is creating correct understanding. Active listening is an essential skill in the communication process. Dr Marius Pickering from the University of Maine identifies four characteristics of empathetic listening.

Continue reading →

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7 Ways to be Seen as a Leader

7 Ways to be Seen as a Leader

Municipalities Need CAO Candidates with Strategic Thinking Skills, Political & Business Acumen, and Those Who Are Innovative.

Do you have what it takes?

 

Having a nice resume showing your relevant education and skills might land you the job, but you won’t be able to truly succeed as a CAO unless you have something more – strong leadership skills. There are many ways to be recognized as a leader without having to do something heroic like leading an army to war. Here are 7 ways to prove yourself as a strong leader in your municipal position:

 

COMMUNICATION

An open line of communication is vital in any relationship, especially a professional one. A good leader is always available for honest and open discussions and feedback with their team, but you must be ready to listen as much as you speak. In today’s digital world, effective communication also includes email, social media posts and nonverbal cues like body language and facial expressions.

 

LEADING BY EXAMPLE

If you aren’t committed to your job, why would you expect anyone on your team to be? A positive attitude can be contagious, but not as much as a negative one. How you approach tasks and situations will set the tone for those working with you so stay positive and enthusiastic as much as possible.

 

PROBLEM-SOLVING SKILLS

When things go wrong, and they always do, how will you react? A good leader will take ownership of any issues and work quickly to solve them, as well as prevent them from happening again.

 

RESPONSIBILITY

Everyone loves to receive praise, but how do you handle criticism and accept blame? A good leader needs to be able to accept the good and the bad without finger pointing and playing the blame game. Accept your mistake, find a solution and move on.

 

MOTIVATION

Most employees need more than a paycheque to stay engaged and interested in their job. A good leader will recognize their employees’ strengths, weaknesses and interests to make sure they feel valued, heard and appreciated. This can be as simple as a small reward for a job well done, mentoring a new hire or assigning additional responsibilities to increase involvement.

 

FLEXIBILITY
A good leader must roll with the punches. In today’s world of increased citizen engagement and councils’ need to periodically change community direction, you must be ready to change directions at the drop of a hat. Last minute changes, mishaps, covering for other employees … a leader must be able to take it all in stride and accept that nothing ever really happens when or how it is supposed to.

 

DELEGATION
If you try to do it all yourself, you are setting yourself up to fail. Some feel that assigning duties to their team shows weakness, but it is actually the sign of a good leader. Delegating tasks, while keeping your employees’ strengths in mind, gives you more time to focus on the important things.

 

The key to being a good leader can be found in the skills that you likely already have. Now it’s time to nurture and grow those skills and become the superstar you were always meant to be!

muniSERV is Canada’s leading online solution for helping municipalities and professionals connect.  We help municipalities save time and money searching for the consultants & CAOs they need while offering professionals the opportunity to showcase their profile and services to get found and grow their business.

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Strategies to Overcoming Unconscious Bias in the Workplace

Unconscious bias is hitting the news. From Bay Street to Main Street to Starbucks the impact of unspoken bias is real and harmful to the workplace. Bias stands in the way of making correct decisions in hiring and promoting. It also has a vital impact on your staff and the workplace in general. Let’s explore how we can become aware of our own bias and stop it in the workplace?

 

First, let’s define it. “Unconscious bias refers to a bias that we are unaware of, and which happens outside of our control. It is a bias that happens automatically and is triggered by our brain making quick judgments and assessments of people and situations, influenced by our background, cultural environment and personal experiences.” (ECU: 2013 Unconscious bias in higher education) 

 

We all have a bias. The question is, do we identify it and then what do we do about it? In addressing one of the most crucial training issues facing the workplace today, unconscious bias, employers can assist in creating an inclusive, civil and respectful workplace. 

 

Research indicates that unconscious biases are prejudices we have, yet are uninformed of. They are “mental shortcuts based on social norms and stereotypes.” (Guynn, 2015). Biases can be based on skin colour, gender, age, height, weight, introversion versus extroversion, marital and parental status, disability status (for example, the use of a wheelchair or a cane), foreign accents, where someone went to college, and more (Wilkie, 2014). If you can name it, there is probably an unconscious bias for it.

 

Hence if we think we are unbiased, we may have unconscious adverse thoughts about people who are outside our own group. If we spend more time with people from other groups, we are less likely to feel prejudice against them.

 

This universal tendency toward unconscious bias exists because bias is rooted in our brain. Research shows that our brain has evolved to mentally put things together to make sense to us. The brain sorts all the information it is blasted with and labels that information with universal descriptions that it may rapidly access. When we categorize these labels as either good or bad, we tend to apply the rationale to the whole group. Many of the conclusions are taken from previous experiences and learnings.  

In an article, “The Real Effects of Unconscious Bias in the Workplace”, a few of the known unconscious biases that directly impact the workplace include:

  • Affinity bias is the tendency to warm up to people like ourselves.
  • Halo effect is the tendency to think everything about a person is good because you like that person.
  • Perception bias which is the inclination to form stereotypes and assumptions about specific groups that make it awkward to make an objective judgement about members of those groups. 
  • Confirmation bias is the openness for us to pursue evidence that sanctions our pre-existing beliefs or experiences. 
  • Group think is a bias which occurs when people attempt to fit into a specific crowd by mirroring others or holding back opinions and views. This results in individuals losing part of their characteristics and causes workplaces to miss out on originality and creativity.

Horace McCormick’s research found more than 150 identified unconscious biases, making the task of rooting them out and addressing them daunting. For many organizations, however, identifying as many as possible and eliminating them has become a high priority.  

 

You can address discrimination issues by increasing your awareness of your unconscious biases, and by developing strategies that make the most of the talents and abilities of your team members. 

Unconscious behaviour is not just individual; it influences organizational culture as well. This explains why so often our best attempts at creating corporate culture change with diversity efforts seem to fall frustratingly short; to not deliver on the promise they intended.

 

What you can do: 

  • Be aware consciously of your bias 
  • Focus more on the people, on their strengths
  • Increase Exposure to Biases
  • Make small changes 
  • Be pragmatic 
  • Challenge stereotypes and counter-stereotypical information 
  • Use context to explain a situation 
  • Change your perception and relationship with out-group members 
  • Be an active bystander 
  • Improve processes, policies & procedures  

Also, managers can play a crucial role in unearthing these hidden biases by declaring their intentions to be non-biased. They can also provide transparent performance appraisals that emphasis on the employee’s exceptional abilities and skills, and grow a stronger mindfulness of their own unconscious principles.

 

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If You Don’t Understand These Concepts You Don’t Understand Learning

Here’s some Key Learning & Development Concepts to Consider

  • Content is less important than you think, even poor content – the focus needs to be on what happens after the delivery.
  • If you’re not familiar with the Kirkpatrick or Phillips models of evaluation, then you will not understanding that Level 3 is a very critical level. What I see is most doing level one and two then wanting to jump to 4 or 5 depending on what model you follow 
  • Everyone shouldn’t have access to learning, it should be a privilege that’s earned. Over $40B spent on learning, where’s the ROI? Did you ever notice that those who did well in your workshops were the high performers, not a coincidence
  • If building organizational competence is truly your mission, then don’t hire anyone that isn’t willing to learn on the companies time and their time.
  • If you don’t get to application after two weeks of the learning intervention, your attendees will lose 70% of they’ve learned, this is why application is so critical.
  • If you keep conducting the same classes or offering the same content and nothing has changed, stop doing that and move to another approach or different content
  • Most of you have forgotten about the 9 Box Transfer of Training Model, Vertical axis, Boss, Employee Trainer, Horizontal Access, Before, During and After. Box one and three, is the boss before and after, box 2 is the trainer delivering the knowledge to the employee. Guess what, 1 and 3 never happen, so nothing changes, this issue is one faced by every organization, I mean ever
  • Learning should be competency driven, that’s how you build organizational competence, you identify the core competencies that drive organizational results, guess what, your other talent systems, selection, performance management and succession planning are all competency-driven. Less than 50% of Fortune 500 companies use competency modeling, don’t know why
  • If you are using an LMS, make certain that you build in the Amazon 5 star rating approach. It helps drive others to the content and more importantly, tells you how your customer feels about the content
  • When your customer comes to you with a problem that requires your learning solution, don’t believe what they tell you. I’ve learned that my customers bring me symptoms, I ask a lot of good open-ended questions to ensure I’m dealing with the root cause. I passed this skill on to my team, you need to know how to consult
  • If your learning strategy is a push and not a pull, you’ll never be successful.
  • If you’re a learning department consider yourself to be a vendor and the currency of your customer to be time. You have to sell them on the idea of using your solutions, the best way to do that is have other customers talk about the effectiveness of your solutions. Remember, nothing beats a good testimonial and don’t be afraid to share those with the organization.
  • If the flipped classroom approach isn’t in your strategy, you’re missing the boat and the point. As I mentioned earlier, degreed has taken care of the content, you need to focus on getting the learner or a group focused on applying that learning in a real live project. Two things happen, you get real-time experience and you move the needle on the company’s results 
  • If your goal is to build certain organizational competencies, remember, more is less. Instead of focusing on several, which forces you to go 10 miles wide and an inch deep, pick one or two and do a real deep dive, so that you’re a mile wide and 10 miles deep, a better return
  • Whose responsibility is the development of the company’s employees? If you said you are, go directly to jail, do not pass go, do not collect $200. Employee development is and will always be the responsibility of the leader, you are merely the catalyst 
  • Stop using meeting webinar solutions to deliver synchronous and asynchronous learning, look at products like Adobe Connect or Go To Training, there’s a big difference. 

Where the field of learning has really failed in this country is that those in the discipline still continue to focus on the tools instead of the process. This is similar to those in the HR discipline when it comes to performance management. They focus on the tool and not the system or process.

If I gave you Rachel Ray’s cookware, do you think you could cook as good as she does, I don’t think so?

John Prpich, Learning Protagonist

 

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Competency-Based Learning

One of the most significant opportunities being missed by most organizations today is the lack of a competency talent framework. I’ve always believed that the only true business differentiator is the competency of your organization. Everything else can typically be easily duplicated with financial resources.

The exact opposite is true for people. They are complex and require a great deal of effort and energy, however, if you can tap into their talents and keep them engaged in building their strengths, you will flourish.  History has proven this time and time again.

When it comes to the term competency, it’s often confused with other words like talent, strengths, or skills. By definition, a competency is where, motivation, knowledge, and skill meet. A competency can be a talent and it can certainly be a strength, so let’s not get too hung up on the term. The goal is to identify the critical or core competencies that are drivers of your organization’s success. Typically, I encourage the organization to select anywhere from 8-12 competencies – more than 12 becomes difficult to manage.

Once they’ve been identified and agreed upon,(this requires feedback from all levels of the organization), you can then start to incorporate them into the other systems and processes that drive your talent framework – selection, performance management, succession planning, personal development, and organizational values. These competencies also become an integral part of your culture.

Marcus Buckingham, the author of, Go Put Your Strengths To Work, also advocates focusing on the people’s strengths and not their weaknesses. What I found compelling about his work was that it aligned with my experiences as a leader.

Most performance review processes focus on improving someone’s weakness but rarely have I seen an improvement.  However, if they focused on a strength, I would see great strides being made. Even Dan Pink discussed this when he identified what motivates individuals – Mastery, Autonomy, and Purpose. The mastery of skills is aligned with focusing on strengths and that’s aligned with what Malcolm Gladwell shared in his book, Outliers, where he wrote that “ ten thousand hours is the magic of greatness.”

If you are going to build a competency-based organization, make certain that the learning opportunities you provide are tied to those competencies and incorporate them into everything you do.

On a final note, I’d like to suggest another philosophical opportunity. Would you hire a person that wasn’t willing to develop or improve themselves?  You probably will tell me that you wouldn’t but we do it all the time. One important criterion that is missed in the selection process is assuring newcomers that if they join your organization, they have to be willing to continue to learn and develop.  If not, why would you hire them?

If the competence of your employees is a business differentiator everyone has to be willing to continue to learn.

John Prpich, TalentBlueprint

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Becoming a Learning Organization

During my 20 years in the business of learning and competency development, I’ve experienced a pattern that continues to plague organizations – confusing tools with strategy and process.

A good example of this can be found in performance management. Organizations focus all their energy on the tools and ignore the process, therefore the system has always failed. As the old saying goes, if I give you a hammer, everything looks like a nail. Developing an organizational mindset with a focus on behaviors necessary to ensure that the crystallization of the behaviors that will support the change you are looking for.

In the business of learning, organizations typically go directly to purchasing content or tools that will support the content – Learning Management Systems (LMS). Let’s remember if you buy a racing car that doesn’t make you a racing car driver.  It just makes you someone with a racing car. If your goal is to build organizational competence, you need to understand how to bring that change about. 

It isn’t easy. There are a series of questions you must ask yourself, here are some examples:

  • What does it mean to be a learning organization?
  • What are the benefits?
  • What are the challenges?
  • How does this align with our Mission, Vision, and Values?
  • What are the desired outcomes?
  • Who will champion this change?
  • How will this impact our goals?
  • What type of investment is involved?
  • How will this impact our culture?
  • How will this impact our ability to attract talent?
  • What behaviors are we trying to change?

As you can see, the list of questions will be very long and there’s a good reason. The average investment for a LMS today is around $100K, not including the learning content you would purchase or the overhead expense for managing the process. Take that and then factor in learning engagement trends, (30-40% of the organization), you’ll start to understand that this can easily be an expense instead of an investment.

Most organizations don’t realize the pre-work that proceeds getting ready to become a learning organization and they simply fail. Learning in North America is more of an expense than an investment. Billions of dollars are spent every year yet its rare for someone to articulate what happened or changed that impacted that expense that made it worthwhile. Part of this failure must do the lack of understanding of the model of learning evaluation (See Jack Phillips or Donald Kirkpatrick). Organizations should be developing Level 3 type evaluations to measure behavioral change.  It isn’t difficult, but most don’t understand how.

The other challenge is the perspective you must take when it comes to learning as a support function should engage with internal customers. Most learning departments use a push strategy, trying to force their customers to engage in learning –  this never works. You need to have the mindset that you are a vendor with a solution that can help your internal customers and the currency you are dealing with is time. How do you get your customers to invest their time in your solution? You must market your solution and you need testimonials from internal customers to encourage other customers to engage in your solution. This is a completely different mindset, but it works well.  I’ve been doing it for 18 years.

The other two critical components that are always missing are the Communication and Change Management strategies. How many times have you observed your organization’s leadership announce a change without doing any ground work and then watched that change fail.  People went back to work doing the same things they were doing before you told them what was going to change. We tend to forget the dangers in not explaining the Why’s of what we want to do and how that will positively impact the employee first, not the organization.

The other value of change management and communication is to get buy in. Remember, you want the leaders of the organization to drive the process and change, not the learning department.

John Prpich, Learning Protagonist

TalentBlueprint

 

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