Last time we looked at the Talking step of MindSet change, leaving us with the Doing step.

Previously we pointed out that what a Rozer is and that slipping it into Snide is not the point.  We also said, “If the people don’t even know what a Rozer is and / or have never heard of slipping anything into Snide, the Talking step is essential.”  So, if you short the Thinking and Talking steps of MindSet change, chances are you’ll ruin a lot of Rozers!

With that said, the Thinking and Talking steps of MindSet change need to be underway before effective Doing can happen.  Although started in the Thinking and Talking phases the Doing phase directly addresses:

  • Formalizing goals relative to the training.
  • Defining roles and responsibilities relative to the changes in behavior and committing to them.
  • Implementing the training.
  • Fine tuning the measurement system.
  • Identifying problems relative to the changed behaviors and solving them.
  • Finding opportunities to maximize the positive impact of the changed behaviors and capturing them.
  • Developing ways to make the changed behaviors the “normal” way of operating.

Just as in Thinking and Talking, the Doing phase of MindSet change is driven by the nature and complexity of the desired behavior changes.

Observations

People are more likely to support something if they are involved in it.  The Thinking, Talking, Doing process of MindSet change is a process of involvement.  Paying attention to MindSet and involvement helps minimize people’s resistance to doing things differently.

Final Thoughts About MindSet

For people to support a change in their behavior they do not need to like it.  They need to understand it and accept it.  Commitment to a new set of behaviors comes from understanding and accepting them.

For our client that changed its approach to manufacturing from Piece Work to Production Cells, some parts of this change were disliked by virtually everyone.  But, virtually everyone could and did support the over-all change because they understood and accepted it.  Had this client not paid attention to MindSet change, they could never had pulled off this change!

Test of the day revisited:  Why is training people who already know how, why and when to do the job worse than doing nothing?  Because it makes you look like a fool.  Only a fool would train a person who already knows how, why and when to do the job!

 

 

 

Tagged with:
 

Last time we looked at the Thinking step of MindSet change, leaving us with the Talking and Doing steps.

What’s a Rozer and what the devil is slipping it into Snide?  That is not the point.  If something is even a little bit complex, telling a person to do it and expecting immediate success is hallucinatory.  This brings us to the Talking step of MindSet change.

If the change is complex (which is the case for a lot of training) people also must talk about it.  The key things to talk about include, but are not limited to:

  • What is this training all about?
  • Why do we need to do it?
  • What will our job look like after the training has taken place?
  • What are our goals relative to this training?  How are we going to achieve them?
  • What are the new roles or changed roles of everyone involved in the training?  What are our new accountabilities?  What new skills will we acquire?
  • Because of the training, what do we need to measure?   How will we measure it?  What is the best way to give (and get) feedback?
  • What do we need to communicate?  How are we going to communicate it?

How you implement the Thinking and Talking of MindSet change is driven by the nature and complexity of the training.  If, for example, your people are trained often and are comfortable with changing their behavior from time to time, then the Thinking and Talking can be as simple as saying, “The Engineering Department has found a more efficient way to slip the Rozer in Snide.  Let’s take a look at how that’s done.”  Then implement the training interactively.

On the other hand, if the people don’t even know what a Rozer is and / or have never heard of slipping anything into Snide, the Talking step is essential.  One of our clients, for example, changed its approach to manufacturing from Piece Work, that is each hourly worker individually produced a sub-component with functionally no interaction with other Piece Workers, to Production Cells.  In the Production Cells a newly formed team was responsible for producing the finished product as a team.  In this case, the Thinking and Talking were structured events that spanned a period of six months.

Next time we’ll wrap up our look MindSet change.

 

 

Tagged with:
 

Here’s a pop quiz:  If someone could make you sit in the corner, and said to you, “I want you to sit in the corner for five minutes and, whatever you do, DO NOT think about elephants,” what do you guess you’d thing you’d about first?  That’s right, elephants.

Last time we introduced the process of MindSet change.  The three steps of MindSet change are: Thinking, Talking, Doing.  The example above points out, in a humorous, almost sarcastic way the importance of Thinking.

So, today we’ll start to look at the steps of MindSet change in order, starting with Thinking.

One of the main reasons training fails is the learner’s MindSet cannot accept it.  Unless and until people start to Think about the training and its impact on them, their MindSet often can’t accept the “need” for the training.  Whenever training is implemented, especially if the people are not frequently trained and / or are not overtly told what the purpose of the training is all about, they may assume the training is sponsored by some failure on their part.  When this happens, the training will be ineffective, not might be ineffective, will be!

So, if people are told up-front what the training is all about, why it is important and how it fits into the overall scheme of things, they almost have to Think about it.  (Remember the elephant above?)

If they do not Think about the training, there is a very high probability they will not change their MindSet and, therefore, they will not change their behavior.  This lack of MindSet change is why people often resist changing their behavior.

Next time we’ll look at the Talking step of MindSet change.

 

Tagged with:
 

A Truth about Human Behavior:  MindSet drives behavior.  If you want someone to change their behavior, you need to make sure they change their MindSet first.

Now, why do we train people?  Is it one, for fun?  Is it two, because we don’t have anything better to do with them?  Or is it three, because we want them to do something new or to do things they are currently doing differently, that is, to change their behavior?  I’ll bet you answered three.

New topic:  Why does so much training fail?  We see a clear need for people to do things differently, we develop (or purchase) superior training that gives them every little step-by-step behavior they need to change and do a great job of delivering the training.  Yet, when the training is over, they don’t do things differently, they don’t change their behavior.  Did you ever think it’s because you either didn’t know you had to or forgot to help them change their MindSet either before or as part of the training?  I’ll bet not.

Here’s the good news!  The process of MindSet change is a very straight forward, three step process.  The three steps are: Thinking, Talking, Doing.  And, that’s all there is to is.  No magic.  Nothing obscure.  Nothing hard to master.  But, if helping people change their MindSet is left out, chances are your training won’t be as effective as you’d like, or it will outright fail!

So, next time we’ll start to look at the steps of MindSet change in order.

 

Tagged with:
 

I finally got it all together in one place

On January 13, 2016, in Critical Success Factors, by George Loyer

For the past few weeks we’ve looked at the Critical Success Factors of a telecommunication company that successfully transformed their operations to focus on the customer.  They knew they had to change.  But, as opposed to just starting the change process, they started by defining their Critical Success Factors.  The Critical Success Factors kept them focused on the key things that truly spelled success for them.

Up to now we looked at their Critical Success Factors individually.  Here they are all in one place.  Look at them and see why developing Critical Success Factors is the way to start when faced with comprehensive, sweeping change.

  1. We must have systems and processes that are easy to use and provide complete and correct information when we need it.
  2. We must be the best people in our industry through how we hire, coach, train, develop, and reward all our people.
  3. We must assure optimal availability of customer options and integrated support system capabilities.
  4. We must have results and measurement systems locked to our mission that drive customer satisfaction and financial success.
  5. We must know our customers.
  6. We must uniformly meet or exceed our customer’s expectations
  7. In order to provide World Class Service, our mind set should focus on opportunities, not problems.
  8. We need to show our customers that all employees of our organization are a team, working together to provide World Class Service.
  9. We need to make an obsession of measuring the way:
  • We serve our customers
  • We manage our employees.

10.  We need to make all our systems serve the customers.
11.   If we are going to be perceived as providing World Class Service to our customers,
we need to provide World Class Service to our internal contacts.

12.  We need to make the first line supervisor the critical link.

This wraps up our look at Critical Success Factors.

Tip of the series:  If you need to change more than a light bulb, start by developing your own set of Critical Success Factors!

 

 

 

Our telecommunications company realized quite early in the intervention that success would only happen if people were accountable for their own behavior.  Several factors were built into the Critical Success Factors to help make that happen.  One of the keys was developing superior measurement systems as described in Critical Success Factor 9.  Another brings us to Critical Success Factor 12:

12) We need to make the first line supervisor the critical link.

Especially during the transition period from their current state to a truly World Class Service focused organization, the first line supervisor is the critical link.  Why?  First, for many people, the notion of being accountable for their own behavior does not come naturally.  Second, for most of the employees in this organization their entire work experience was, one, being told what to do and then, two, being scolded if they didn’t.  On top of that, being rewarded for doing the job right almost never happened.

For these reasons, the first line supervisors had their work cut out for them.  But, the good news is, we developed a comprehensive training package for them.  An example of the training they received is the Performance Coaching and FeedBack (PCFB) workshop they attended.

In this workshop the first line supervisors learned when a person does a new job and does it right, their performance must be praised.  This is much more than an empty pat-on-the-back.  When a person does a job for the first time and does it right, they may not know they did it right unless they are told so.  If they don’t know they did it right, they may change how they do it and do it wrong.

The first line supervisors also learned that when new jobs are introduced there is a ramp-up curve before people get good at it.  When a person’s performance is off target, the supervisors were taught to:

  • Ask questions to understand
  • Review the Standard
  • Ask for a Specific Solution
  • Get commitment

When a supervisor reviews performance with a person and the person identifies the Specific Solution needed to get on track, the person is taking accountability for their own behavior.  A good first step!  The Performance Coaching and FeedBack workshop is just one example of the extensive training the first line supervisors received.

Tip of the day:  If your supervisors don’t know how to help a person take accountability for their own behavior, don’t expect success.

 

2379 Merluna Drive, Lexington, KY 40511
Phone: (800) 870-9380 - Fax (866) 389-4807
E-mail Click Here
© 2010, First Steps Training & Development. All Rights Reserved.