PROCESS Archives

Written by : Lori Figueiredo on Digilah (Tech Thought Leadership)

We are now doing a full circle. We started to identify PEOPLE and pre-define the PURPOSE. We then made conscious choices about the PRINCIPLES, PROCESS and PLATFORMS. Now we are back to PEOPLE and PURPOSE in order to assess the IMPACT.

This means going back to the pre-defined PURPOSE to measure, track and report on what did you and each target group within the PEOPLE ecosystem:

ACHIEVE = assess the results
DO = assess the behaviours
LEARN = assess knowledge, skills and attitudes

This is all about data, which is a word everyone uses and only legendary leaders are mindful enough to always clearly pre-define, communicate AND enable their people to achieve.

Typically the workstreams of data analytics, on the one hand, and, on the other hand, equipping the PEOPLE with the critical behaviours to drive these data points are NOT aligned.

They are working in silos. Reflect on your organization and the alignment in this area.

From insights to actions. That is why we insist the data points should be pre-defined, and ideally even co-created by those actually doing the work aligned to the bigger shared PURPOSE.

Then relevant data points, metrics or indicators are collectively measured, reported and finally the leaders and teams turn this data into insights by finding the patterns.

These patterns thereafter are the basis for deciding on the actions (which are the behaviours).

Levels of assessment. I discovered the pattern of ACHIEVE-DO-LEARN while working on large transformation strategies. I subsequently found that it matched fully to the commonly used Kirkpatrick Model of Assessment.

The model assesses organizational learning at 4 levels:

Level 4 being the assessment of impact on the results
Level 3 means assessing the impact on behaviours
Level 2 being testing of the knowledge as we did at school
Level 1 refers to getting the feedback from the Learners on the learning experience itself; and in our case on the learning culture and whether the 5P enablers are in place

Leading indicators as levers for the lagging indicators. I learned about the interplay between the lagging indicators as the final outcomes AND the leading indicators.

The leading indicators are the levers that drive the final outcomes. This is an important first principle to acknowledge and to create practices and mechanisms to tightly link the 2 metrics.

In other words, the behaviors (DO) are the leading indicators and the results (ACHIEVE) are the lagging indicators per target group.

Tracking the leading indicators. Based on the patterns uncovered through the assessment, decisions can then be made as the entire learning framework is targeted to drive the critical few behaviors for you and each target group.

For example a call center team found that the team that improved their call opening had better results than teams that focused on improving their behaviors throughout their calls.

If the behaviors are very explicitly pre-defined, we have made use of a traffic light scoring which helps to create a visual dashboard and reference point.

Each individual and team’s behaviors are listed and rated using green when they are doing the behaviors as stated.

Marked as orange when there is a need to improve. Red when the behaviors are not being demonstrated at all.

Assessing the IMPACT of your learning, change and enablement efforts is such an important component to ensure the learning delivers relevant value to the people and organizations involved.

Furthermore showcasing the data and insights related to the journey and the resulting IMPACT at each stage, serves to inspire yourself and others.

It is also serves as a feedback loop to the next cycle or wave of learning to be iterative. Knowing the positive and negative patterns of why, what, how, where and the resulting impact of the learning on the people and organization’s performance is critical.

In addition, it is possible to make tangible other metrics such as level of engagement, alignment and empowerment in innovating and shaping the future.

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Written by : Lori Figueiredo on Digilah (Tech Thought Leadership)

As a leader you are likely to leave all the decisions on where learning occurs to others. However there are many reasons why you should be interested in how to create safe spaces where you and your people are learning.

As demonstrated in the earlier example (PROCESS article), if you yourself are an active learner your people will mirror your daily habits.

If you take the time to become aware of the options and you consciously become an active learner developing yourself aligned to the shared PURPOSE with a clear PROCESS – this in itself is a powerful force aligning your teams to your strategic ambitions.

Let’s explore how you can think about which platforms could be used. Going back to first principles – we can learn and therefore create safe spaces on the web, in a workshop or in the workplace.

You as a role model – As a learner, you yourself should be leading the way and being an early adopter curious to explore new learning technologies that enable digital learning.

Are you trying out Chat GPT as an example and what enterprise learning technology platforms are you using? Do you demonstrate that you are learning in the workplace which is called action learning? Are you participating in workshop sessions which enable social learning?

What investments do you approve – I have had leaders approve a very expensive learning technology because it had spaceships – which by the way were completely irrelevant to the behaviours, mindset and culture they needed to achieve better results.

If you are consciously leveraging learning technology to upskill yourself, you will be fully equipped to influence the requirements, selection and adoption of platforms that enable digital, social and action learning.

Return on investment – Are you aware if your organization is investing in the right platforms or spaces that best suit the target audience and the nature of the impact required?

Are you purely signing off on budgets that may be totally ineffective, while your entire organization continues on the same track, not making any changes at a behavioural, mindset and skill level?

On the other hand your teams are using their valuable time addressing recurring problems or losing customers from poor service or paying fines for ethical misconduct due to the way the organization works and learns together?

All this is happening because the why, how and where your people are working and learning together is ineffectual.

For example many organizations still spend lots of money on online content with low adoption rates and yet every year these online subscription licenses are automatically renewed.

We are not pro- or anti- digital learning (or eLearning as it was called) or classroom training.

It is the conscious decision to combine the 3 ways we learn naturally (through Education, Experience and Exposure) with the 3 places where we learn.

So here is a way they think about this and nudge yourself, your leaders and teams to leverage the available PLATFORMS most effectively.

For each micro-learning experience every team can:

*LEARN on the WEB – use digital learning to identify, curate and consume relevant content just-in-time

*APPLY the learning in the WORKPLACE – use action learning while working on tasks or jobs to be done

*REVIEW it in WORKSHOPS – use social learning to reflect, assess and adjust your behaviours and results

In fact, this is often referred to as the 4^th – which is E for environment. Much research and your own evidence will confirm that creating safe spaces for learning on the web, workplace and workshops is a critical ingredient to drive the critical behaviours and results of any community or ecosystem of people navigating change.

We use a digital-action-social learning cycle using the web-workplace-workshops for each unit of learning from a simple to a very complex learning strategy.

Using this as part of the 5P framework anyone is able to create a highly scalable and sustainable learning, enablement and change strategy with strategic impact.

Collectively leaders can reach millions of people with deep and meaningful impact on their behaviours and results which in turn leads to people and organizational transformation, success and growth.

Furthermore you are creating psychological safety in your organization which is a fundamental role as a leader. Aligning the PLATFORMS to the PURPOSE and PROCESS, ensure you are leveraging all the possible spaces and embedding continuous learning, adapting and improving as a daily habit into your operating rhythm.

Hello readers! Hope you liked what you read today. Click the like button at the bottom of this page and share insights with your colleagues and friends!

For more such amazing content follow DigilahAre you purely signing off on budgets that are
ineffective . . . while your entire organization continues on the same track,
not making any changes at a behavioural, mindset and skill level.any