It's been a very productive year, with lots of speaking engagements spreading the word about Training to Ingrain to help individuals and organizations achieve a greater ROI from their Supervisory and Leadership Training Programs . I was invited to give presentations to the fall PIHRA conference, the North County Personal Society, and SDSU Extension to name a few.
I always have to remind executives that training is a process, not an event. Thus, the "Train to Ingrain" model begins with 360 Degree Feedback to form a baseline measurement that is then followed by skill-based training and reinforced with coaching and ongoing feedback. It always surprises me that companies are willing to spend boatloads of dollars on supervisory or leadership training, but don't spend the time or the money to measure or reinforce the skills to protect their investment.
Consider watching this 3-minute movie--It powerfully demonstrates the Train to Ingrain process and why coaching, reinforcement, and measurements are critical components to an effective training model.
Blended learning seems to be working well with this model. Self-paced online programs have been quite a viable alternative to the standard classroom, especially for companies having difficulty pulling groups of people away from the job for extended periods. Typically, a 2-hour lunch 'n' learn allowing for practice role play activities and discussion is an effective alternative.
If you'd like to know more about Training to Ingrain I offer a complimentary copy of the 91-page white paper. It contains a bounty of information to help your organization make learning stick.
In my next post, I'll tell you about an intriguing new coaching technique I've added to my toolbox after attending a seminar this summer.
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4 comments:
Dr. Fried,
I have attended one of your training session about Train to Ingrain process in San Diego State University on Oct. 2007. I remember you mentioned that training is a on going process, not a one time event. Therefore, I would love to hear more from you regarding your philosophy about effective training that will lead to behavior and attitude change. Thank you.
Training for leadership or supervisory skills involves soft skills that typically have to be changed, rather than learned from scratch. Thus, we are using a behavior that is already in place and deeply entrenched in our neural network. Dismantling this maladaptive behavior and replacing it with one that is more appropriate take time. We tend to fall back on habital behaviors because the road for those behaviors is well trodden. (Hence training is a process, not an event.)
To do this, first we have to learn the new skill. Intellectually, that is usually not difficult. We get it. But, carrying it out on a regular basis is another story. To make this happen it takes practice, practice, practice as well as reinforcement, coaching, and feedback. I suggest you request a copy of the Train to Ingrain white paper. When you click on the link, scroll down to the bottom of the page and click on "Request Form" If you you have additional interest, we can also provide you with a complimentary copy of Denny Coates' "Transfer of Training," recently published by ASTD's Infoline.
Hi Elizabeth,
I visited your coaching site recently and found out the wave making new age technology in coaching process. This is a very new concept to me. How do you use an electronic machine to debug the mental process? To me, it's a myth. Can you explain more about it? Also, is there any conversation and dialogue in the coaching process? What will be the focus of the coaching dialogue like?
You mentioned in the article that training process start with 360 feedback. I would like more about how you do 360 feedback process and combine it with training program? Will this training produce sustaining behavioral change effect?
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