Unsupervised, unfiltered, and occasionally undisciplined Writer of Things that thrill readers with engaging stories created by a seasoned storyteller.
Methinks building a culture is something you back into by taking bold, visible steps that communicate positive change that is not “done TO the workforce to make things better” but is “done FOR the workforce to enable their success. Make things better for those who make better business outcomes.”
If we’re already considering the potential mix of destination solutions, then the journey must’ve been successful, and we’re only left to decide where to begin, right?
This point is known as “premature destination”, that moment where we think we’re ready to decide but are not actually at a state of readiness to make an informed decision.
The continuity of learning and task-level execution are mission-critical in a military work environment. Is mission criticality in our corporate environment any less important? Granted the outcomes are less lethal, but are they less mission-critical?
If we cannot move our training innovations closer to Point-of-Work, we need to regroup with a strategic re-think. Why not leverage Digital Performance Support – DPS technology and converge Point-of-Work with Point-of-Entry?
“If you ask people to describe what empathy means, you’re likely to hear words such as understanding, sympathy, compassion, responsiveness, identity, recognition, consideration, thoughtfulness, kindness, concern, sensitivity, flexibility and care.” In many ways this perceived lack of empathy is a lot like workforce performance…not what we do to ensure it, but what is not done to enable it.
I’m sure you’ve heard some variation of the phrase, “If Training is a hammer, then every performance problem is a nail” at some point in the past. What if…after closer inspection…we had discovered a hammer was the wrong tool for the job…or maybe not the wrong tool…but certainly not the only tool? We never looked. Didn’t have the motivation to look. We were paradigm-blinded. Maybe the more appropriate convicting question is, “Do we ever actually DO a closer inspection?”
This is a true story about changing the paradigm in the head and heart of someone who believed training was the best solution to drive performance. This person is my wife, a long-term medical professional with many years of training, both delivering and receiving, during her career; a tough audience to be sure. My approach was spur-of-the-moment and turned out to be an unplanned dry run for an upcoming breakout session at a performance support conference. Shock and awe ruled the day. Sometimes you cannot break a paradigm, you must blow it up…with a chorizo sausage.
This post is in response to a question posed on the POINT-of-WORK Performance Support Solutions networking group on LinkedIn by Rebecca Everett. Feel free to join in the exchange by joining the group.
Unleash the Impact beast, but not before the workforce has a firm grip on their own leash to control the Impact that yields sustained performance and positive business outcomes. We all know how IT spends countless dollars to optimize systems before launch and then more dollars and support to maintain those same systems to keep them optimized. Do we apply the same level of diligence across the ecosystem when it comes to optimizing and maintaining our workforce?
My attempts in this post to clarify Point-of-Work are driven by the fact that L&D cannot simply pursue the Point-of-Work associated with the primary end-user…like we typically do when we target and launch a static training course. Even that statement gives away my main concern…target and launch a static training course…into a dynamic learning performance ecosystem?