Beyond the Lecture: Experiential Learning for Large Groups
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Think learning in ballrooms is boring? Learn how to get your participants energized in a high-context experience that gets people talking and engaging in real business issues. Learn what caused one Fortune 100 executive to state, "Wow! This was the best learning experience I've seen in 20 years" following a class of 1500 people. We'll share the 4 powerful concepts for making learning high-impact for groups of 60-2000. Insight Experience's unique large-scale simulation design engages participants with a set of real world scenarios, real time results, and both team and individual feedback.
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Beyond the Lecture: Experiential Learning for Large Groups
- 1. INSIGHT EXPERIENCE www.insight-experience.com 152 Commonwealth Avenue | Concord, MA 01742 | 978-369-0639 | info@insight-experience.com Beyond the Lecture: Experiential Learning For Large Groups A webinar from Insight Experience 1
- 2. • Insight Experience helps leading companies develop leaders and execute strategy • We create dynamic business-based learning experiences that connect leadership to business results • We work globally across industries, at all levels of management, with a focus on Fortune 1,000 clients About Insight Experience 2
- 3. 3
- 4. Adults learn by doing 4 “Practice isn't the thing you do once you're good. It's the thing you do that makes you good.” ― Malcolm Gladwell, Outliers: The Story of Success Source: SAVO Group. Source: National Training Laboratories.
- 5. Why? 5
- 6. 6 New Ideas Experiential Learning Large Groups Market Insights… Strategy Alignment… Strategy Engagement… Organization Capability… Acquisition Integration… Culture Shift… Change Launch…
- 7. • EnergyTrak is a global energy management company. • Strong share in corporate clients • Limited share with low margins in serving small businesses • Shifting their service model for small business to an online, more self-serve model • New self serve system called YourSiteTrak in pilot testing: 6 months from readiness for global rollout • Call center leaders have not hired new reps for 12 months in anticipation of a workforce reduction as workloads decline • Short term workloads in the call center are very heavy Let’s try… 7
- 8. • Workloads are highly variable from 97% to 142% of capacity • Small business customers are highly price sensitive • YourSiteTrak reduced call center volume by 18% during first month of pilot Data and videos give the group insight about the issue 8
- 9. Accelerate rollout of YourSiteTrak to reduce call center volumes more quickly Hire temporary employees for six months to cover current volumes until YourSiteTrak is released Continue to manage heavy workloads until YourSiteTrak is ready for deployment Raise prices to Small Business to reduce volume of customers Restructure call center operations to focus on Large Corporate accounts and allow service levels for Small Business to decline Poll: What would you do? 9
- 10. 0% 2% 4% 6% 8% 10% 12% Accelerate Temporary Stay the Course Raise Prices Restructure EBIT Small Business Share What results did you see? 10
- 11. Small Business Customer Satisfaction Overall market reputation Employee morale Call center service quality YourSiteTrak performance and reliability Customer acceptance of YourSiteTrak Leadership alignment and support Financial results for corporate parent What is the most important risk to manage given the action you selected? 11
- 12. Results of Action By Team 12 0% 2% 4% 6% 8% 10% 12% 14% 16% EBIT Small Business Share
- 13. Results of Action After Managing Risks 13 0% 2% 4% 6% 8% 10% 12% 14% 16% EBIT Small Business Share
- 14. We create learning with six key steps 14 Describe a recognizable situation Create real tensions that people feel Work with peers to address the challenge (practice a skill) Commit to decisions or actions See Feedback Compare their Paths Show the impact Connect to real life
- 16. Three Roles
- 17. Establish Foundation Frame the Discussion Explore and Identify New Solutions Agree and Act Productive Conversations Process Share perspectives Confirm understanding Agree on areas of alignment Agree on roles and communication Agree on decision- making criteria Engage others, when necessary Build trust by following up Identify gaps and conflict Agree on a shared objective Evaluate tradeoffs Commit to next steps Acknowledge conflicts and risks Abandon pre- conceived positions
- 18. Coaching has two important dimensions 18 USING EFFECTIVE MINDSET USINGEFFECTIVEPROCESS GREAT COACHING
- 19. • Daryl is extremely personable and recognized for extraordinary customer service in the past • He is well respected and active as a trainer in the call center • He displayed negative body language during an employee roundtable • His supervisor has shared concerns that Daryl believes the new strategic direction is a poor one What leader Karen knows…. 19
- 20. What the participant “playing” Daryl sees… 20 Notes for being Daryl: • Daryl is thoughtful but adamant. • Daryl only sees the “downside” of the strategic shift, not the opportunity to enable EnergyTrak to serve Large Corporate customers even more effectively. • Daryl really wants to be heard—so if the GM doesn’t ask his opinion, he shuts down and becomes less engaged. “I’ve heard it all before. You just don’t see the market at the front line the way I do.” • If asked his view, he explains that he believes that any customer is a good customer, particularly those he has worked hard to build relationships with. “These customers have high needs and I spend a lot of time with them, I know, but they really value our service. That cannot be bad.” • Daryl feels that being honest is important and one of his values. “I cannot sit in these sessions and say nothing. If I don’t believe in what we are doing, I have to express my opinions. That’s part of why I have skipped the past few training sessions. I don’t want to make things worse.” • Daryl reacts positively if the GM: – Asks his opinion – Lays out a clear and compelling vision – Asks him to try to shift his behavior – Agrees to keep in touch and discuss his concerns and feedback as the change rolls out
- 21. You can download this form by clicking the link above the polling area on your screen. 21
- 22. How was effective was Karen’s coaching PROCESS? 22 0 5 4 3 2 1 DID NOT ADDRESS HIGHLY EFFECTIVE SOMEWHAT EFFECTIVE NOT EFFECTIVE How was effective was Karen’s coaching MINDSET? 0 5 4 3 2 1 DID NOT ADDRESS HIGHLY EFFECTIVE SOMEWHAT EFFECTIVE NOT EFFECTIVE
- 23. Each individual can see... In a big group, we see interesting data And we show the group... 23 USING EFFECTIVE MINDSET USINGEFFECTIVEPROCESS GREAT COACHING USING EFFECTIVE MINDSET USINGEFFECTIVEPROCESS GREAT COACHING
- 24. Conversations Impact Employee & Business Metrics 24 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12 Call Center Morale Small Business NPS
- 25. What advice would you give Karen? 25
- 26. More practice • Repeat, retry, observe • Pair and share real challenges Reflection • Best practice sharing • Personal assessment Connection • Leader perspectives • Personal action planning What could come next 26
- 27. Why does this work? Four power-ful concepts 27 Power of the Familiar Power of Polling Power of Feedback Power of Peers
- 28. Taking the learning beyond the ballroom… 28 Cascaded meetings with a consistent message Feedback for leadership by mining the data Continue the learning with modules and “moments” Individual reports and feedback
- 29. Improve collaboration Challenge participants to frame and address opportunities across boundaries Shift strategic direction Let participants manage the business with new decisions & direction Develop innovation skills Practice skills of design thinking and entrepreneurial action Announce a reorganization Enable participants to live in a new future with new decision rights Change investment criteria Analyze a fictional portfolio of initiatives and prioritize them Accelerate a major change Structure “head and heart” change activities and manage pitfalls If your challenge is to… Craft an experience to…
- 30. 30 The next time you see this: Think this:
- 31. 31
- 32. 32 www.insight-experience.com 152 Commonwealth Avenue Concord, MA 01742 978-369-0639 INSIGHT EXPERIENCE info@insight-experience.com @InsightXP
Editor's Notes
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- Here is the dilemma.. You have a big group and an important message. Edutainment Finely honed superstar pitches– great catch phrases and powerful ideas Create a buzz in the room that flows out to the buffet lines and breakout stations… But then…here’s hoping But does it create learning? Could be on their phones.. Learning has to be powerful…but also personal and participative
- Presentations aren’t enough…adults learn by doing 100% engagement statistic Adults are oriented toward immediate application of learned knowledge: Adults learn from a performance-oriented or problem-oriented mind-set. They want information that they can immediately apply to their life tasks and enhance their professional performance…… Malcolm Knowles, American professor of adult education
- If doing, you’re involved and paying attention When doing, there’s a feedback loop. It’s the way we learn most basically When doing, we’re engaging with others so we have to articulate what we are thinking…it’s the more complex way we learn
- But back to the presenting problem, it’s tough to get 50 or 300 or 1000 people “doing” at once…and that’s what we want to share with you today. We’ve been successful creating powerful “doing” learning experiences with our clients for over 10 years and we’re going to share with you what we do, let you get a feel for how it works
- This has significant implications for their call center operations.
- Next Question: Business results are interdependent
- Prior Quarter Market Share Next Quarter Market share based on their action Next Quarter Share based on their action and the risks they managed… Then a senior leader commented on these dynamics in the field…
- Rare opportunity to observe others in difficult conversations Large groups can do this in powerful ways: Coaching skills (CVS) Change leadership (Colgate) Strategy implementation (CVS Salesbuilding) Large scale change rollout skills (HB Fuller) Productive Conversations (dealing with conflict)
- IN a ballroom there are lots and lots of these… Meet Daryl and Karen Key is observers.. and that’s your role… More than one observer… Rest of the small team are acting in the observer role Power is in the observer feedback Learning how to give feedback (BTW)
- This exercise can teach and reinforce a range of models, here is an example process that we have taught in this format.
- Rotate but redo the same conversation Different scenario to present different challenges Full rotation in the am and the pm of a meeting– so each participant gets two rounds of practice Best practice sharing at the table Best practice sharing in the room Personal practice with personal challenge– write a card for a peer Personal action planning
- Power of the familiar— to engage a group, give them challenges they recognize. We created business issues that felt painfully close to the challenges back on the job. We created archetypes of customers and employees and then let participants create the words those people would say. Participants would present their greatest challenge to a peer, and the conversation would run from there. Power of polling—mobile polling let us capture the conversation in the room into big picture themes. Once we knew where the energy was coming from, executives could comment and build on the discussion and drive home the learning points. Power of feedback—personal, business, competitive. Simulations are all about rapid feedback loops, and the challenges we created delivered feedback in multiple ways throughout the day. Feedback from your peers on interactions; feedback on your choices in terms of the business results; feedback from the group from comparing your decisions to those of 299 other people. Power of peers—in a large room the best teachers are sitting in the next seat. We’d start conversations at the front of the room, but peer pairs would make the ideas come to life. Structuring activities with peers kept everyone engaged. Participants couldn’t hang back or drop out of the discussion, which is always a risk in large group settings.
- Individual Reports Cascaded meetings with a consistent experience Organizational Feedback (mining the data) Foundation for follow up Meeting in a box Online polling
- This is a methodology not a topic driven solution. Context awareness and analysis Shifting investment criteria Shifting market focus or business models Reinforcing an organizational shift and shifting roles and responsibilities