USING DIAGRAMS TO INSPIRE STAFF AND SHORTEN TRAINING TIME
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This document discusses using diagrams to inspire staff and shorten training time. It provides various diagram templates to visually explain strategies, such as using a priority matrix to determine tasks that are urgent and important. Additional diagrams outline how to anticipate dips in morale over the year and plan initiatives accordingly. The document advocates using interactive diagrams during training to maximize learning and provides international examples of effective diagram styles.
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USING DIAGRAMS TO INSPIRE STAFF AND SHORTEN TRAINING TIME
- 2. VISUAL LEARNING: USING DIAGRAMS TO INSPIRE STAFF AND SHORTEN TRAINING TIME
- 3. 1. TELLING AN INSPIRING STORY (What are we trying to do here?) 2. INSPIRING STAFF FASTER (Visual ways to shorten training time)
- 4. POSSIBLE AUDIENCES 1.You 2. Your boss 3. Your staff
- 5. 1. TELLING AN INSPIRING STORY (What are we trying to do here?)
- 6. Why Anyone Bothers To Work All three = ideal 2 out of 3 = okay 1 out of 3 = vulnerable 0 = disastrous They score themselves You or colleague scores them independently • Compare and discuss differences • • • • • •
- 7. Explain Your Strategy Visually • One diagram can be clearer than 10 pages • Take 2 most important variables • Variable X = Morale? Margin? • Variable Y = Skills? Churn? • Compare with competitors • Show direction of travel if adopting your L&D strategy • Plot progress over time
- 8. Explain Why It Is What It Is Tell an engaging story Start broad (10 options) Then reduce (3 options) Consider, then reject with authority after investigation • One clear recommendation • Explain what is feasible • Tell story of your battles • • • •
- 9. Anchor The Theme • Explain the central thought clearly – the shorter the better • Sub ideas demonstrate fertility • Map out how all the elements are interrelated • Confirm relevance of each component • “This bit works because it fits in with this bit…”
- 10. Pinpoint The Bravery Level • How adventurous is the company culture? • What standards are expected? • How brave have we been in the past? • How brave should we be now? • Set appropriate expectations
- 11. Knock Down Barriers To Acceptance • Budget holder or staff • What are the likely objections to the plan? • How many are there? • How do we knock them down? • One at a time? • All at once? • In what sequence?
- 12. How To Confuse Everybody • • • • • • Hubs within hubs Double-headed arrows Dotted lines Snake’s honeymoon Does anyone understand it? Simpler is better
- 13. How To Clarify Responsibility • Simple and clear • Nothing dotted, two-way or sideways • Everyone knows where they stand • Subordinates know precisely who is in charge of their development
- 14. Understand The Rhythm Of The Year • Full year plans are usually unrealistic • Decision windows: all the right decision makers present? • Crisis bombs: same time every year? • Can almost always predict when things will happen • Realistic forecasting, fewer surprises
- 15. The Motivational Dip • Honeymoon period always fun • But it never lasts • Learning & Understanding phase becomes vital • Ends in success or tears • Start by analyzing relationships retrospectively • Use learning to predict • Moment of dip can almost always be anticipated
- 16. Anticipating The Dips • Plot morale for the year • Map out intended initiatives for the year • Spread out evenly to keep spirits as high as possible • Anticipate by announcing next thing before the next low morale point • Use to offset “What have the Romans ever done for us?”
- 17. 2. INSPIRING STAFF FASTER (Visual ways to shorten training time)
- 18. The Priority Matrix • Urgent + Important = do now • Urgent + Not Important = delegate/do quickly • Important + Not Urgent = Think, plan properly, and stick to it • Neither = Ignore or cancel
- 19. The Growing Pane • • • • Old/good: confirm relevance New/good: inspire more Old/bad: ditch now New/bad: work out why, and be aware of emotional and financial commitment
- 20. Ditching The Essay Crisis Mentality • Human nature to delay, but don’t • It’s a student hangover • Convene decision makers in first 24 hours • Set direction, brief experts, course correct if necessary • Allows for refinements • Increases quality all round
- 21. The IF Triangle • Essence of any negotiation • They can have any two • Too much pressure on all three = collapse • Start all sentences with “If…” • “If you require x, we require y in return...”
- 22. Plan Your Negotiations Properly Always plan a negotiation Must limit Intend level Wish list What matters to each side is usually different • Understand trading variables and trade what you don’t need for what they want • • • • •
- 23. How To Be A Sensitive Boss • They’ve done it before: direct • They haven’t: coach • They have once or twice: support • They’re sick of doing it: reinvigorate • May need a different approach for every person, every task, every day • Ask the subordinate first
- 24. Changing The Language Of Conflict • When it has all become too personal… • Let’s deal with ‘it’ • Not ‘I’, ‘me’, or ‘you’ • “This problem is quite tricky isn‟t it? How can „we‟ solve „it‟?”
- 25. The Cone of Experience? • Read > Hear > See > See & Hear > Say > Say & Do • Actively doing things is best • Do a diagram on the spot and apply it immediately • Remote learning homework more likely when it’s fun • If you remember 50% of this I’ll have done well
- 26. THE INTERACTIVE KIT BOX • THE BOOK • STARTER TEMPLATES • BLANKS • SHARPIE PEN • BE INSPIRED & DESIGN YOUR OWN • PUZZLE
- 27. AND FINALLY, A PUZZLE FOR YOU... Draw nine dots on a blank page like this. Now try to join all the dots using no more than four lines, and without taking the pen off the paper.