Four Ways To Impact Learning

Leaders, managers, and heads of projects constantly seek ways to grow talent and make a difference in organizational success.

More and more, job candidates are asking the question, "What will I learn here?" If they don't like the answer, chances are they'll keep looking.

So, I began reflecting on some recent speaking and workshop experiences. Four distinct factors came to mind as I thought about the give-and-take that led to learning for all of us. I hope you'll find these useful.

Four Ways to Impact Learning

Impact Curiosity: For every action there's a reaction. When we say or do something, people want time to react to it, talk about it, and understand what it means to them.

Practical Application: Allow  time for questions and answers. The give-and-take after you speak is where people actually learn and where they begin to develop an affinity for, and commitment to, the topic. Even if you're an expert, the learning takes place as a result of people wrestling with the information or idea rather than being the recipients of a data dump--no matter how eloquent you may be.

Impact self-confidence: How you deliver and discuss the information impacts how people feel about learning it. People with position power--managers, supervisors, team leaders--all have the ability to build confidence in the learners or create a defensive atmosphere.

Practical Application: Tell the group at the outset that you value their questions and that you hope they'll jump in when they experience an "Aha!" or a "Help me, I don't get it." When someone asks a question, throw it back out to the group to give someone else a chance to form an answer that may be framed in a way different than your own. Thank people whenever they ask a question or offer an answer.

Impact motivation: Even as youngsters, we knew who the teachers were who made learning exciting, interesting, and engaging. Why not be the "managerial version" of your best teacher. And remember this: Managers Are The Mediators of Motivation.

Practical Application: Take some time to develop questions and break people into groups to address them; if you're talking about a new marketing approach, give people a block of time to do a concept and present it to the group. You know the content. The time you spend designing the right approach will pay off in engaged learners and, ultimately, effective learning.

Impact Creativity: Unless you're involved in safety procedures, accounting rules, or a regulatory issue, people want to be able to offer their own "variation on a theme." One of the reasons to bring people together is to capitalize on the collective creativity and varying viewpoints in the room.

Practical Application: Give people latitude to take the discussion in directions that you never thought of. Remember, you're in charge--but to try to be in control will shut down the kind of learning that the group--and you--have an opportunity to experience.

Bonus: When the noise level goes up and people start debating, discussing, and delving into a topic, you've been successful. Let it go until the energy begins to die down. Then, capture the points that they were making with their co-workers and discuss next steps.

When learners sit passively, you may feel more relaxed because you feel in control not having to respond to questions or manage the group. What it may really mean is that they aren't engaged, aren't learning, and are waiting "until the bell rings" so they can go back to their workspace.

So, pick one of the four and impact someone's learning today. You can.

 

Comments

[David]

Thanks for the tips. Much of the training today seems ineffective - and your tips seem practical.

[Steve Roesler]

David, hope they prove useful to you.

Steve

[Paul Nicholas]

Steve - this is great. Once again you link important themes in such a direct way - thank you!
There are some points here of enormous importance - the distinction between being in charge and being in control I especially like.
But let's take up the fabulous first point "people want time to react". I'm sick of being expected to respond to questions of the order "So what do you think about that?" within an impossibly short timescale. My common response "I don't know, it's too soon to tell" usually produces an effect equivalent to me being a complete idiot! Thanks for your sense and inspiration!

[Beyond Horizons]

What an insightful way of putting things!

I am a part of an organization that does corporate training. At Beyond Horizons, these are the 4 basic core rules that we incorporate into the design and administration of our training programs. And the responses we get, in terms of the levels of comprehension and application (and we know because we conduct reviews), are truly heart-warming. We feel happy that we have been able to help so many through our work.

For more information, visit us on https.//www.beyondhorizons.in.

[Steve Roesler]

Paul

Pleased to know that this struck a note with you. The notion of asking for an immediate answer to a question that contains new information baffles me as well; and, it's just not productive. In a hierarchical relationship, some may feel compelled to give a response just to be satisfying to "the boss." Such a response may get rid of the immediate tension one feels, but probably won't do much to add an honest, and in-depth contribution to the situation at hand.

It's somewhat akin to, "This was a terrific first date. I think you had fun. We talked a lot and have much in common. Will you marry me?"

[Steve Roesler]

Beyond Horizons

Pleased to hear of the satisfaction gained from the work you are doing. That is, indeed, a wonderful reward for the time and energy invested.

[Al Pittampalli]

Great post, David. My favorite is your first tip about provoking curiosity. Questions facilitate understanding...so critical. And sometimes we forget that it often takes some time for people to know what questions to even ask.

[wholesale jerseys]

But let's take up the fabulous first point "people want time to react". I'm sick of being expected to respond to questions of the order "So what do you think about that?" within an impossibly short timescale. My common response "I don't know, it's too soon to tell" usually produces an effect equivalent to me being a complete idiot! Thanks for your sense and inspiration!

[Steve Roesler]

Al and Wholesale:

Indeed, how do we gain understanding without inquiry? And how do we formulate well thought-ought responses without sufficient time?