Traditional Change Management vs Change Enablement

by | Feb 17, 2020 | 5 min read, Employee Training, Featured, Sales Enablement

Let’s face it, change is a necessary part of life. It may not be something we like, but it’s something we have to deal with, especially in business. Queue the traditional change management process…

In the past few decades, organizational change management has been a hot topic. What’s interesting is despite how much buzz there’s been around it, no one seems to know how to manage change. McKinsey & Company note that the failure rate of change management initiatives holds at around 70%. Today, the stakes are even higher because change is happening at an even more accelerated rate.

20 years ago, large organizations did a reorg every 7 years. Today, it’s happening every 7 months.

Couple that sheer speed with a 30% success rate and you can begin to understand the bigger picture. We’re changing quickly and we’re not being intentional about it – at least, not in the right ways. So how do we turn the tide? Is there a way to learn how to embrace change in an organization?

The first step in rewriting this story is shifting the change management jargon.

 

Change Management Process to Change Enablement Progress

It’s time to reset the way we talk about traditional change management and replace it with the phrase “change enablement.” By reframing the way we talk about change, we can get ahead of some of the fear and anxiety that comes with it.

For a lot of people, the term “management” implies that something is outside of their control and falls under someone else’s sphere of influence – and for most of us, a lack of control triggers anxiety.

So why use “enablement”? The word enablement, by definition, is the action of giving someone the authority or means to do something. Basically, it’s giving each person the power to influence change and own it. Instead of viewing change as something we have to manage, we’re shifting to view it as something we want to enable – it’s thinking about change as more of an opportunity than an obligation.

 

Change Management

Change Enablement
A small number of people are responsible for the change Everyone shares a mutual responsibility for the change
Top-down messaging about what’s changing and how it impacts employees Transparent, company-wide communication about why change is happening and why it’s exciting
Focus on what has to be done Focus on accelerating adoption

 

3 Steps to Change Enablement

To facilitate the shift from a change management process to change enablement, your program has to have the right infrastructure in place. Our recommendation is to follow the three-pronged approach: tools, training, and support.

Let’s take a closer look at the essentials of change management when it’s redefined as an enablement process.

 

Part One: Tools

The first piece of the puzzle is having the right tools. This one sounds simple but requires some real consideration. Think about what you may need from a logistical perspective to roll out the change and make sure everything is in place before you move forward.

  • Does your team need new software?
    • How many licenses or seats will you need?
    • How long will it take to download on their devices?
    • How much memory does it take up and is there enough on the devices?
  • Is your LMS equipped to support the change?
    • Do you have a community board for discussion about best practices or overcoming hurdles?
    • How will you share updates about the change? Instead of email, can you use a News or Notification feature on the LMS?
    • Does your LMS have a coaching component for observation and feedback?

Part Two: Training

When you’re rolling out a change, you need to think really intentionally about how you’re teaching about the new expectations, responsibilities, and norms. A couple of the big reasons why change management fails in organizations is a lack of buy-in and change battle fatigue — employees are tired of change and naturally resistant to it.

Training is a healthy, proactive step that prepares everyone for what’s to come and leads the organizational change from the front.

Share the What, Why, How, and When

Before you start building out your training, think long and hard on the following:

  • What is Changing?
  • Why is it Changing?
  • How is it Changing?
  • When is it Changing?

Use the answers to these questions as the underlying message for your entire training program. Begin with a live-action video that features some of your leadership team speaking candidly to the camera about the above. Transparency from the onset can help people trust that the change is well thought out, which in turn can decrease some of the change management challenges.

Then, set your team up for success by giving them training on any new technology you’re rolling out, how to use it, and any new expectations you have around their performance. Remember, the keyword in change enablement is enablement. You can’t expect employees to do it perfectly if you don’t show them how.

In any training you roll out, keep the focus on employees and keep the messaging centered on how they can influence the change.

Sustainment

Change doesn’t happen overnight, it takes time. Use sustainment to make sure you get there. If you aren’t already familiar with it, do a bit of reading on the Forgetting Curve to learn the “why” behind sustainment.

With sustainment, the focus should be on fun, engaging activities designed to help reinforce knowledge and practice key skills. Ask yourself: Does this topic lend itself well to a game? What about role plays, a huddle, or a simulation practice? Sustainment activities should empower your employees to be ambassadors for change with their peers. By demonstrating behaviors for their peers, you’re reinforcing their learning in action.

 

Part Three: Support

You can have all the best tools and training on the market, but your team needs to know who to go to when (not if) they have questions. Let’s face it, the best tools and training should prompt questions and spark some curiosity.

Online Support

As with any training program, it’s crucial to have a designated person or group to go to for support. You can use office hours, an email distro, or even a support number. Just make it easy to remember and easy to do. Sometimes, simply having a human that employees can connect with can help alleviate some of the fear that comes with change.

Manager Check-Ins

We also recommend weaving manager checkpoints into your change enablement program. In these check-ins, have the team members meet with their manager to ask any follow-up questions and to talk about how they’re instituting the change in their day-to-day jobs. Use targeted discussion questions and reflection activities housed in a companion workbook to help make sure these meetings are specific and valuable.

Like it or not, change is here to stay. And it’s not enough to simply react to change anymore. Instead, you have to teach people why the change matters, why it’s happening, and how it impacts them – not just what their new job responsibilities are. Empower them to take some ownership over the change themselves.

After all, what you’re really trying to do is enable change, not just manage it.

 

Unbox Change Enablement

Are you ready to transform your traditional change management process into a modern, change enablement solution?

Change (and planning for it) doesn’t have to be scary. Unboxed Training & Technology can help you enable change, today.

Call (888) 723-9770 and our team of experts will help you find the right change enablement training for your organization.

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Humanizing the Virtual Classroom: Using Tools to Drive Real-Time Connection

by | Aug 1, 2019 | 5 min read, Employee Training, Most Recent

Every day more companies make the switch to virtual classrooms to save time and money on things like airfare, lodging, and meals. While the shift to virtual eliminates these expenses, some worry it comes at the cost of face-to-face, real-time human connection, but it doesn’t have to.

You can have a similar level of interaction in a virtual classroom using software like Adobe Connect or WebEx Training Center, but you have to use them wisely for your training to be effective. According to ATD, 80 percent of online presenters use fewer than 25% of the interactive features available in these type of platforms. This somewhat disconcerting statistic is how virtual classrooms got the reputation of being less human. Because let’s face it, learners don’t like to be talked at, they like to be engaged.

 

Tools to Use in a Virtual Classroom

Here are the tools you can use to create a sense of human connection and boost engagement in your virtual classroom.

Foster Personal Connections with Webcams

To help boost that face-to-face connection, have the facilitator use their webcam to introduce themselves at the beginning of the session. To boost credibility, start out with who they are, an explanation of their role, and how long they’ve been with the company. Then, dive into something more fun. Have them share a joke, their greatest success, or an anecdote about the training topic.

Using the webcam functionality builds trust, drives connection, and humanizes the facilitator.

Then, take it to the next level by asking any guest presenters, or even learners, to use their webcams too. If it’s a smaller training session, you could use the webcams for the duration. If it’s a larger group, use it strategically when someone needs to share something with everyone in attendance.

 

Encourage Groupwork in Breakout Rooms

Breakout rooms allow you to divide participants into smaller groups and give them their own private virtual space to collaborate on an assigned activity. The word private here is key. Think about an in-person session where there are multiple groups in a classroom. Each group can hear the chatter from the others and may be inclined to copy their answers rather than come up with their own.

The independent thinking that virtual group work requires boosts participation, engagement, and retention.

In a virtual classroom, the option to copy other groups disappears, pushing your learners to come up with their own unique answers. Once the activity’s time is up, just pull everyone back in the main room and have each group share what they discussed. You’ll be surprised by what each group is able to come up with.

 

Garner Participation with Polls

Polls are a great way to build human connection. Just send out a question, set a timer, and wait for the responses to start pouring in. As you close a poll, it’ll generate group-wide results you can share with your learners. From there, invite the group to discuss their reaction to the results. This open conversation helps learners forge connections with each other, but also form a sense of belonging in the larger group.

You can ask all sorts of questions with this functionality. One of our favorites is using the polls to gauge comfort level with some of the training topics. Use the poll to check comprehension of a topic you just taught or start the session by sending out a poll to gauge how much learners know about a topic upfront. That way you know what content to review and what you can skim over if everyone’s already got it down.

 

Gauge Emotion with Emojis

We use emojis on our phones every day to show people how we feel. Maybe we’re sending the cry-laughing face in response to a joke or a heart to someone we love. The same principle applies here, but it has powerful learning implications.

At the beginning of a session, give a few emojis a designated purpose. For example, in WebEx you can use the green check and the red “X” for a variety of purposes. It could be how they respond when you pose a True/False question (check for “true”, “x” for “false”), based on comprehension (check means they understand, “x” means they don’t), and so much more. Emojis provide powerful, yet fun, visual cues for how people are feeling.

 

Facilitate Conversation Through Chat

Use the chat functionality to send a message to individuals, all participants, or just the session leader. Again, this comes in handy when someone has a question or needs help, but learners can also use it to submit responses.

Say you want your sales leaders in attendance to share the greatest opportunity for their respective sales teams – why not ask them to send in their responses via chat? If a response comes in and you want to hear more about it, just call on that learner, unmute their line, and ask them to tell you more. By engaging with the responses you see, you’re bridging the gap and forming a human connection by acknowledging someone’s point of view.

When you’re building out instruction for a virtual classroom, keep all of these tools in mind and do your best to use as many of these interactions as possible. Whether it’s chat, webcams, polls, or emojis, these little touch points go a long way to making your virtual classroom feel more authentic, and most importantly, more human.

 

Need help?

If you need a hand with the writing or strategy piece of your virtual training, reach out to us. We geek out over this sort of stuff and would love to partner with you.

 

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LMS vs. LXP: How and Why They’re Different

by | Jul 9, 2019 | 5 min read, LMS, Most Recent

Learning and Development (L&D) is an industry that loves acronyms – for learning platforms alone we’ve got LMS, LXP, IOL, SEP….the list, like the Energizer Bunny, goes on and on. For a lot of folks, the distinction between them is a bit hazy, but it doesn’t have to be. When it comes to Learning Management System (LMS) and Learning Experience Platform (LXP or LEP), the difference is simple – it boils down to who controls the content and the learning journey.

Let’s break down the key differences and why they matter.

 

The Basics: Defining Key Terms

Learning Management System (LMS) is a common industry term. It’s what most people think of when they think of a training platform. The traditional approach, an LMS is the software where you house, deliver, and track your training content.

Learning Experience Platform (LXP or LEP) is a newer term by comparison. It’s a platform where content is both curated and aggregated for personalized learner experience.

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Who Controls the Content

In an LMS, the LMS administrator controls the content.  That could be someone in HR, someone on the leadership team, or a trainer. This individual uploads courses into the LMS and makes them available to learners.

This person is typically also in charge of approving any user-generated posts that would appear within the system. If a learner asks a question, the admin must approve it before it appears for the general population. Think of this admin as the dam. They control the volume and flow of the content and hold back anything that isn’t essential. In an LMS, the admin has complete power over the content.

Meanwhile, in an LXP, everyone helps curate the content. That means someone in HR may post something, but so could your field sales rep or front-desk team member. That’s because LXPs are built to be content aggregators; basically, the platform is a catchall for any content your team decides is valuable.

With LXPs, the content is less curated than an LMS. It’s more like an open frontier.

Since anyone in the system can add content, LXPs typically contain internal training, external resources, and loads of user-generated content. In that way, LXPs house much more diverse content and can foster more interaction between learners. For example, one learner may leave a comment on a training they found helpful or post a link to a URL that taught them something new. When another learner logs in, they see the comment or URL and are more willing to engage with it – that’s because it came from their peer in the same role, so it’s validated by someone else who does the same job and has the same needs.

Considering that roughly 70-90% of learning happens informally (peer-to-peer or on-the-job), it’s no real surprise that the social engagement that comes so naturally in an LXP is helping this type of platform gain traction.

 

Who Controls the Journey

As you can probably imagine, the content and the journey are closely related. In an LMS, just like the content, the learning journey is created by someone else – everything the learner experiences is carefully curated by someone else (the admin).

That means that, in an LMS, learners follow what is essentially a map of exactly what they’re expected to take and when. For example, in Q1 they have to take security training and in Q2 harassment training. Their path is laid out before them and they just need to complete each gated milestone to get to the finish line. The upside here is that learners know exactly what their next steps are and when they need to complete them. In terms of compliance, it’s easy to see if a learner has or has not completed the required training – that way if anyone isn’t compliant, it’s easy for you to see and address.

By contrast, the LXP lacks that clear delineation and focuses instead on the learning process itself – that’s because, in an LXP, discovering yourself, your skills, and your passions is what the journey is all about. LXPs allow for greater freedom for the learner to pursue their areas of interest. In this way, LXPs are much more focused on personalization (a growing trend in the industry).

For example, LXPs enable learners to navigate through all of the content that’s available and pick what they want to learn about. This self-directed learning is what personalization is all about! The benefit of this personalization is that learners will be more engaged with the content because it’s things they actually WANT to learn, not just things they have to.

Basically, LMSs are better suited for mandatory training, like compliance, because learners must complete specific, predetermined steps to be successful. In an LXP, the learner steers the ship and instead focuses on seeking out their own personal interests and professional development. That’s why LXPs are considered more experience-driven, whereas LMSs are more about compliance and checking those mandatory boxes.

In a nutshell, the LMS puts the power in the hands of the administrator while the LXP gives it to the learner.

So why’s it matter? Truth is, in today’s market, learners are used to having a wealth of information at their fingertips. In their personal lives, they seek out podcasts that align with their interests, influencers who share their hobbies, and news that gets to the heart of what they care about. While compliance training will never go away, the rise of personalized content is impossible to ignore.

 

So how do you decide what’s right for you?

Since learning platforms aren’t one-size-fits-all, it’s important for your individual organization to let your needs steer the type of learning platform you pursue. In general, most companies have to have mandatory trainings (i.e. compliance), but also want learners to have self-directed access to materials that align with their learners’ professional curiosity and development – if this sounds like you, you’ll want to consider having both platforms available to your learners.

If you’re still stuck trying to figure out what you need, contact us or attend one of our weekly webinars to see Spoke LMS in action.

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3 Things to Consider for Voice Over in eLearning

by | Jun 18, 2019 | 5 min read, Employee Training, Most Recent

There’s a lot to consider when creating an effective eLearning course. Which platform do you want to use to build it? Does it need to be mobile responsive? What type of interactivity do you need? Do you need eLearning voice over? The list goes on and on.

When it comes to deciding if you should use eLearning voice over, consider what are the goals you want to achieve and if audio will enhance the learning experience. Voice over is an important element that can help your training feel inclusive and boost engagement and retention.

When you’re ready to think over whether or not you need voice over in your eLearning, consider the following.

 

1. Think About Accessibility

Arguably the most important piece of the puzzle is whether or not your training needs to be accessible.  If accessibility is a consideration, eLearning voice over is a must. Consider this, roughly 19 percent of the U.S. population has a disability according to the U.S. Census Bureau – that’s nearly 1 in 5 people.

That means, when you consider your workforce, you’ll want to take special care when developing your training to make sure it’s as effective and inclusive of different learning styles and needs as possible. Having narration or eLearning voice-over for learners who have vision loss or dyslexia can help ensure everyone has access to the training in a way that’s best for them. For this audience, the audio is exceptionally important because it could be the primary way they’ll consume the information.

Not just that, it’s also required by law in Section 508 of the Rehabilitation Act. Even though this law only applies to U.S. Federal Agencies, it is becoming a standard consideration across the L&D industry. So while creating accessible content entails a lot more than just adding audio, it is an important part of the process and one you can’t ignore.

 

2. Consider Modern Learning Trends

Today’s average learner consumes more information than ever before, using all sorts of technologies and platforms. (think curated news feeds,  AirPods, Google Assistants, etc.). But what does that mean for training?

Your training needs to cater to how the modern learner prefers to consume information.

Consider how many of your friends and colleagues listen to podcasts. How does that compare to the number who read newspapers or watch the news regularly? Chances are, podcasts are way more popular. Why is that?

The landscape is changing. The modern learner is tired of old school methods of consuming information. Instead, they prefer to multi-task and consume information on-the-go. By incorporating eLearning voice-over or narration, you’re catering to those who prefer to consume information by listening.

If you can, weave short podcasts or other engaging voice over into your eLearning to help it feel sleek, contemporary, and engaging. Your learners will be able to listen to the training during the morning commute or when they’re driving from site to site. It’ll be more efficient for their schedules, more effective, and much more memorable—and being memorable is how you boost retention.

 

3. Using eLearning Voice Over to Simplify the Complex

The last thing to consider is the complexity of the information you’re teaching. If you’re covering complicated topics or providing detailed directions, using audio can help to simplify and humanize your content.

Think about it. Would you rather read a long drawn-out paragraph about a complicated topic or would you prefer to hear it explained while looking at a visual? Reading long chunks of content is exhausting and the modern learner just isn’t going to do it.

Instead, consider creating a visual to convey part of the information and using voice over as an added layer of detail. It will seem a lot less daunting to your learners than a big paragraph and we guarantee, if the voice over is written well, it will boost retention.

The more ways you use to convey information, the more likely it is to stick.

Don’t believe us? Read this article about a study where learners were divided into groups: those who watched a silent animation, then heard the narration, those who heard the narration, then watched the animation and those who watched both at the same time. As you can imagine,  the group who did both simultaneously did best.

Is accessibility important in your training? Do you need your training to be easy to access on-the-go? Do you need to convey complex information? If you answered “yes” to any of these questions, eLearning voice over is a must.

Need help strategizing or building the training itself? We can help. With over a decade of experience, we can help identify the perfect blend of modalities for your training needs. We even have relationships with professional voice over artists who can bring your content to life. Give us a call!

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Why Your Best Individual Contributor Isn’t Ready to be a People Manager

by | Apr 30, 2019 | 5 min read, Leadership Training, Most Recent

If you’re a leader in your organization, chances are you’re able to pinpoint your top performer. It’s only natural to want to reward that team member with a promotion and give them a platform to make more waves within your organization. But have you stopped to consider that, according to ATD, 60% of people managers underperform or fail within their first two years?

Where does this 60% rate come from? By promoting your best individual contributor, you’re asking them to work with a new set of skills. They’re filling a role they may not be prepared for and your remaining team is scrambling to fill the gap.

So,  before you jump to handing out that promotion, take a moment to ask yourself the following questions.

 

Are They Prepared to be a People Manager?

 

People Manager Leadership 1

Much like Liam Neeson in Taken, your top contributor has “a very particular set of skills.” But how many of these skills transfer to the role of a people manager?

It goes back to the concept of Maker versus Manager. Your best individual contributor is a Maker—they focus on creating a specific product or owning a specific service. Managers on the other hand focus on the organization as a whole, company and team goals, and the professional development of their direct reports.

That means your team member will go from day-to-day tasks that focus on creating or making, to a role that’s focused on owning the professional development and performance of other employees — and with that comes a complete shift in their schedules, too. They’ll go from large blocks of brainstorming and heads down time to a calendar full of performance reviews, 1:1s with their direct reports, and ongoing strategy meetings.

This change can be jarring. The stress that comes with being promoted outside of their skill set could mean they begin to feel (for the first time) they aren’t excelling in their role. That sense of personal disappointment leads to a lack of fulfillment and, ultimately, the end of that top performer’s journey with your organization.

A Grovo survey of 500 managers found that 87 percent of managers wish they’d had more training before their promotion.

To help set the employee up for success, offer them a leadership training program to build key people management skills. The training should be multi-faceted and should include self-paced courses, coaching via 1:1 meetings, videos or simulations. Across these modalities, you’ll want to teach your team member the best ways to give feedback, build up their coaching skills, and remind them the importance of verbal and non-verbal communication styles and emotional intelligence.

Are You Prepared to Fill the Void?

Pulling your best individual contributor away from the day-to-day tasks they’ve come to be so good at means you should have a plan in place for how you’ll fill that gap. If you don’t, you may see an impact on your business in terms of quality and service speed, and your customers may even take notice.

You also don’t want your other team members to feel overburdened once you’ve promoted your top performer. If they do, there’s a trickle-down effect that could mean an increase in stress level and decrease in morale.

In order to get ahead of those concerns, make sure you have training in place to help the other team members level up to match the top performer’s current skills.

Their training should be targeted to the specific role and level you’re trying to fill. To kick off the training, use a Behaviorally Anchored Rating Scale (or BARS Chart) to define what not acceptable, good, and great looks like in that vacant role. Then, use it to gauge where your current team members fall and create targeted improvement plans based on their areas of opportunity.

For added sustainment, use a 30, 60, 90-day action plan to help set milestones and measure achievements as they work to improve their skills according to that BARS Chart. Then, meet with these employees at the 30-day, 60-day, and 90-day benchmarks to see if they’re tracking on their current goals.

To be sure you’re ready to make that staffing change, you have to do everything you can to prepare and get ahead of that 60% statistic. This means investing in developing your top performer’s leadership skills and training their replacement. This two-pronged training approach is essential to making sure the transition for your best individual contributor and your team as a whole is as smooth as possible.

Need a hand? We have over a decade of training experience and can help find the perfect blend of training for your unique situation. Want to hear more about self-paced course options, videos or simulations, BARS Charts, or 30, 60, 90-day action plans?  Give us a call.

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