Feed Your Brain

Jim's Gems

Shhh! It's back!

Leading Through Ugly Times

We're All Unique ~ That's A Good Thing!

School Bells Are Ringing

New Pricing Structure for CIASTD

Networking...Even If I Have A Job?

Feel Lost in Cyberland?

Coming Soon to a PC Near You

Don't Forget~CH5010

Can't Make the Monthly Meeting?

New Members

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Mark your calendar for these upcoming monthly events

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A tidbit to keep us learning & growing
By: Jim Smith, JR of Jimpact
From his book Crash and Learn: 600+ Road-Tested Tips to Keep Audiences Fired Up and Engaged!

“To appeal to the variety of learning styles in the room, alternate between small group and large group activities. Have participants work in pairs, threes, and fours. Avoid creating groups over six unless you develop groups within groups; if the initial group has more than six people, participants may drift, disengage, or contribute little to the task. Also, provide opportunities for learners to work individually.”

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Are you avoiding it or facing it head-on?
By: Karen Valencic ~ President, Spiral Impact
Copyright 2010

Misunderstood, avoided, and talked about – if this were a person, we’d want to help him! What I am describing is ‘conflict.’ Sure there is talk about how necessary and natural conflict is, yet it still remains something most people would just like to eliminate from their lives. The typical manager spends 25-40% of his or her time dealing with workplace conflict (Washington Business Journal, May 2005). This translates to 1-2 days a week. Finding ways to re-capture this time for something creative makes good business sense.

How much money does 1-2 days of a manager’s time cost in your organization? What about other indirect costs: interrupted work, loss of sleep, time spent talking about it, absenteeism, and employee distraction? Can you afford this?

The first step is to understand conflict. Conflict comes from the root words: strike together. Take your fist and push it against your other fist or some other object - this is conflict. When you feel this tension you have a choice: to keep pushing long, hard and be destructive or recognize the tension and make a choice to move with it and influence what happens next. One choice increases struggle and destruction; the other creates movement and solutions.

Our current economic climate is pushing many people and organizations. Those who are succeeding recognize the push and move with it in a variety of ways. This is a time when innovation and creativity are a must for survival. Innovation requires conflict, and our performance peaks when we are challenged. Without the initial push or tension, we don’t grow because there is no desire to change things. Learning to push ‘just right’ is the key to Using Conflict Creatively.

In the business world the words conflict management are frequently used. This makes me shutter! Managing conflict is like trying to manage children or spouses. You can manage your money or production line, not conflict. Things are managed; people are lead. What is needed is to learn how to lead creatively through conflict. This requires personal development and awareness; there are no short cuts.
Conflict is a mind/body/spirit phenomenon. As I’ve worked, consciously, with conflict for almost 2 decades I have found sharing tools that are visual, tactile and auditory provide for the best learning transfer to begin to understand conflict and then use it for innovation.

A spiral is the most powerful tool for transforming conflict. When that initial push happens, learn to spiral with, rather than pushing against, creates almost automatic influence and diffusion. The analogy of using a hammer and nail versus a screwdriver and screw illustrates this beautifully. A hammer requires a focused large force. If it doesn’t hit its target – someone gets hurt. Where a screwdriver and screw requires less force, is more stable, and ultimately gives you a better long term result. Applied to conflict, I call this Spiral Impact.

Let’s not make conflict out to be a villain! Learn to understand conflict, use it creatively, and you will have an endless opportunity to

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A few steps can make a big difference
By: Lou Russell

I went to an eye-opening Vistage presentation by Brian Beaulieu, Institute of Trend Research, right before the recession hit presented. He predicted we’ll be bullish again in 2011. The worst is slow to leave. That doesn’t mean there isn’t hope. For all business leaders, the trick is looking at the marketplace as it is and innovating into a market, product or service that you can leverage to weather the storm, if not thrive.

Whether you choose to stay the course through the stormy seas, or take a new route, massive change is going to be inevitable. What are the critical steps leaders must take proactively to mitigate the risk of business failure? First, make sure your data is accurate and your dashboard is giving you the timely information you need to steer. Next, take a hard look at your expenses. Revisit contracts you haven’t looked at in awhile. Rental equipment, telecommunications, web and IT services and other monthly expenses have become commodities and pricing has changed dramatically. Use the threat of tough times to make great deals. Assets, of course, are harder and even more critical. Leaders must take a hard look at their business assets including Employees, Customers, Suppliers, and Capital ($).

Employees

• Ask for help. The people on the line know more about the business, the competition, and the customers than you do.
• Get rid of your ‘C’ players. You should have gotten rid of them years ago. Recessionary times dictate A players, with a couple of high-potential Bs.
• Outsource non-essential functions. Sure, making copies on your own copy machine is cheaper than taking it out, but there are incredible labor and opportunity costs imbedded there. It will take your sales manager hundreds of hours longer to implement sales automation. Let her sell, and you hire a great consultant to bring the software to fruition to realize the investment return.
• Communicate, communicate, communicate. Be more physically and emotionally present. As your staff worries, acknowledge them. Do not promise them it will be alright, but do empathize with their feelings.
• Block time on your calendar to be strategic so tactical doesn’t take over your life. Play offense as well as defense.
• Eliminate or trim cumbersome processes that are driving your staff crazy. Replace processes with trust in good people.
• If you feel like it’s impossible, you’re tired, and you’ve just about given up, take a sick day. Forgive yourself for being human. Go back in after you’ve pulled yourself together. Your team needs a leader.

Customers and Suppliers

• Create scenarios for the next three years. Before you need to know, think through how you will react to a loss of significant large customers. How will you react to a loss of your key supplier? Are you in the right segments? Is your customer portfolio diversified enough? Do you have bench strength among your suppliers?
• Avoid non-systemic thinking. For example, when gas prices are high, the obvious side effect is consumers will want small, high mileage cars. Yet, as the gas guzzlers drop in price, the value may be better even given the gas price impact. Think creatively about unexpected cause and effect.
• Target and differentiate. The days of ‘ordering taking’ are over.
• Build a strategic plan with quick hits as well as strategic investment. Don’t let fear force you to under-invest in the things that can power you through.

Capital ($)

• Be very clear what your debt load is and what the interest charges are. Shop things around for better deals.
• Ask your accountant to help you project cash flow if you aren’t already doing that. Demand the reports you need to make choices in the future, not just learn about the past. Work on your receivables.
• Invest in your staff. Of course, it would be inappropriate to reward large bonuses during hard times, but donuts can communicate that you’ve noticed their commitment. Be creative and establish fun rewards they can give each other. Consider creative ways to train including book study groups, free online webinars and teaching each other.

Business is about the survival of the fittest. If it were easy, everyone would be doing what you do, and they are not. Continue to release the potential that is already in your business to grab market share during difficult times.

Lou Russell is CEO of Russell Martin & Associates, an author, speaker and consultant. She helps businesses exceed their business goals through process and performance improvement driven by leadership and project management. She can be reached at lou@russellmartin.com.

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The benefits of different personalities to team effectiveness
By: David Wachtel

Imagine yourself in this scenario…

You are at your weekly team meeting, and a problem is being discussed. The merits of the problem are presented, and the manager, Diane, a rather direct and fast paced person not only talks about the problem, but begins to “suggest” solutions.

One member, Dan, responds, “Absolutely! We need to find a fast solution to this!”
Another, Ian, says, “I think that if we all work on this together, we can find a quick solution.”
A third, Sarah, says, “I don’t know. I am going to have to look at this from several angles to see what might work best before I can offer any suggestions.”
Last, a quiet team member, Chris, musters up the courage to say, “I am going to have to really think this over before I can help. I’d like to suggest that we all think about this a bit before we make a final decision.”

Now, ask yourself these questions, if the problem were to be pushed forward at this meeting, will they arrive at the best decision? Is Chris driving Diane and Dan a bit crazy? The answers – definitely not and probably so.

Each individual’s response in the above scenario is based on their natural behavioral style. The behavior by the more direct, loud, fast paced people (Diane, Dan, and Ian) can intimidate those who tend to be more careful, detailed, and reserved (Sarah and Chris). Team effectiveness will suffer by not realizing everyone operates at a different pace. It takes people approaching issues from different perspectives, and acceptance of different behavioral styles, for groups to be able to succeed.

Understanding the Dimensions of Behavior - DiSC©

Whether consciously or subconsciously, we observe the behavior of others, and let it influence how we interact with them. The way they speak and their body language give us insights into who each person may be. When groups of people, at work for example, get together, members already have a pre-determined thought on how things will go. To help increase decision-making effectiveness we can consciously take the time to observe each others’ behavioral styles and adjust decision processes based on these. One tool to help us better understand each other is Inscape Publishing’s DiSC© program.

DiSC© serves two main purposes.

1. It helps people understand their own behavior through what others see in a particular situation.
2. It helps them understand the behaviors and decision processes of others.

Once behavior is understood, we can begin to improve the overall group process to gain optimal organizational performance.

DiSC© is an acronym that stands for the four measurable dimensions of behavior – dominance, influence, steadiness, and conscientiousness.

• Dominance: People that have a strong dominance dimension tend to be direct, decisive, fast paced, “take charge” types and like to make quick decisions that yield immediate results. In our opening scenario, Diane and Dan displayed these behaviors.
  
• Influence: Strong influencers like to make decisions, but they prefer to do it with people, not to people. Influencers enjoy working in teams, sharing ideas, and they energize others. Ian is a good example of an influencer, demonstrated by his suggestion to work together, “I think that, if we all work on this together, we can find a quick solution.”
  
• Steadiness: These people are the rocks. They are the ones that enjoy being behind the scenes, making it all happen. They are consistent, and enjoy routine. They like doing a stable job that they do not have to worry about, and they do not like change. Sarah indicated a resistance to change when she said, “I don’t know. I am going to have to look at this from several angles to see what might work best before I can offer any suggestions.”
  
• Conscientiousness: Those who are strong in the conscientiousness dimension are focused on detail. They prefer systematic problem solving approaches, accuracy, and they always have a plan. In our opening scenario, Chris suggested they all take some time to think a bit before making the final decision.

We all possess varying levels of these four dimensions. We determine a general classification of an individual by measuring the level of intensity of these dimensions in relation to others in a group. This measurement is based on 28 sets of four-word forced choice selections of what that person feels describes them most, and least, in a particular situation. In this case, they would make the selections in relation to their work.

It takes understanding to communicate with people whose behaviors differ from our own. The further we get from our natural way of behaving, the more uncomfortable we become. But when we learn about our preferences with certain types of people, we begin to learn how to value the differences and deal with issues more effectively. The result is behavioral differences become a strength, not a source of conflict. DiSC© teaches us how to accomplish this. It is a non-threatening way for people to step outside themselves and see how others view them.

The chart below shows how the four behavioral dimensions of DiSC© interact.

Used with permission by Inscape Publishing, Inc.

It Takes All Kinds to be Successful

• Top of the Chart: People at the top of the chart (D’s and I’s) tend to be reflex thinkers. They like to try a lot of things, come up with ideas quickly, and test things out orally.
  
• Bottom of the Chart: The conscious thinkers, the C’s and S’s, think things through internally and want to work out the details to get to one good decision. C’s want to make sure they have all the facts, and S’s are concerned how everyone will feel about the decision. Both want time to work on the problem and prefer to get their facts in advance. In meeting situations, these styles are most effective if they are told the reason for the meeting in advance. Why? They can begin to “deal with” the issue and think through solutions. If not given this opportunity, leaders miss some great ideas, sometimes after irrevocable decisions have been made.
  
• Interaction between the Top and Bottom: An assertive person who likes to make problem-solving a fast paced discussion might irritate those that want to quietly consider the issues to make a decision. The assertive types tend to overlook and even intimidate the quieter, internal thinkers. The fast pace can lead to people not participating. To C’s and S’s, the D’s and I’s appear to be disorganized because they test their ideas out loud.
  
• Approaches to Problem Solving: D’s and C’s, the more skeptical types, are usually able to tell the group why something will not work. I’s and S’s, the more receptive styles, are usually enthusiastic about new ideas.

The key is that in groups, all types are needed. Rather than, “They are always so negative about everything”, or “They are always so unrealistic. Everything cannot always be great”, DiSC© helps us understand why people take each approach. Further, it helps groups understand that, to be successful, it takes all types and different perspectives.

Applying DiSC©

An organization I work with has been successful in combining the strengths of the four styles. The head of the organization is an advocate of the concepts taught with Inscape’s DiSC© and has been in the process of restructuring around it. Now, they not only look at the quality of the people, but also at their behavioral style to ensure all are being represented. This has made the pace and tone of their organization change.

In the past, the organization had been dominated by D’s and I’s, and many of the decisions had been made quickly, with a lot of people talking at the same time during the process. As a result, decisions were made fast, and not always optimally. The S and C members felt unimportant and that their opinions did not matter. In addition, the solution often was created with key details missing.

Through DiSC© training, the people in this organization have become astute in reading behavior and have learned how to adjust their communication to the style of the listener for greater effectiveness. Additionally, by adding more S and C type members the organization has slowed down and begun look at more detail during the process. The organization’s leader now ensures that the quieter members of the group are heard. Sensitivity to the differences of how people arrive at decisions has allowed a more unified, team approach.

DiSC© is one tool that helps people view themselves as others see them and begin to understand why they are effective with some people, and less with others.

Whether it be through using the DiSC© approach, or an alternative, it is important to realize behavioral differences and know how you, and others you are working with, develop solutions to problems. Understanding these differences will help your organization “get it”, become more effective in developing longer lasting solutions and help you bring in new members who will broaden your perspective.

David Wachtel is the president of Hautacam Consulting, Inc., an Indianapolis based organization that provides service in sales, negotiations, and change training and coaching. His experiences involve a 20 year career in the insurance industry covering both the sales and underwriting disciplines. He can be reached at david.wachtel@hautacamconsulting.com.

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At least the ones at CIASTD University!
By: Jennifer Taylor

Last year was an enthusiastic kick-off of CIASTD University. With ten participants and a session list in hand, we set off to share and expand our professional knowledge like never before! And that is just what we did. The pilot helped our chapter to understand how we can best provide our members with a professional advantage at a time when development dollars are limited. We learned you need flexibility, value, and quality professional development in areas that are relevant to all learning organizations.

CIASTD University is a fantastic tool to help prepare anyone seeking their CPLP certification. It is also an affordable way to invest in yourself, even if the CPLP is not right for you. You can attend one or two sessions of interest, or all of the sessions covering multiple competencies of our industry. Experienced, high-energy facilitators will challenge and engage you. Some session topics include Measurement & Evaluation, Human Performance Improvement, and Coaching & Career Planning. The complete schedule is available at www.ciastd.com

Enrollment begins Wednesday, April 14. Are your development dollars limited? Enroll by May 12 and receive attend one monthly chapter meeting free!

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There’s something for everyone!
By: Jim Sokolowski

At CIASTD we offer many different formats of programs for you to take advantage of. If you want to grow your skillset…we have you covered. If you want to grow your network…we have you covered. If you don’t want to drive to a live event…we have you covered. In 2010, we are offering: live monthly events, webinars, special events, networking events, and the fall conference. As we continue to increase our offerings, we also revisit pricing to ensure we are competitive in the market.

Below is our new pricing structure for CIASTD events.

• Live Monthly Event
  • $25 members / $40 non members
• Webinar
  • $15 members / $25 non members
• Special events (3-4 hour working session after the monthly program)
  • $40 members / $55 non-members / $55 bundle price for members to attend the monthly program and the special event
• Evening Networking event
  • $10 members / $20 non members

If you are a member of CIASTD and are interested in many of our events, you should take a look at our 2010 ticket packages

If you are not yet a member of CIASTD, and are interested in many of our events, take a look at the value membership can bring in cost savings on events. As a member, you enjoy discounts on chapter monthly events, ASTD’s International conference and Expo (ICE), and the chapter Fall Event.

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Absolutely!
By: Jim Sokolowski

No matter where you are in your career, networking is critical.
A fellow colleague has a great phrase…."networking beats not working!"

People tend to get complacent about keeping their network healthy once they land a job, just as they often neglect to update their job skills. Networking should be a part of daily life either face to face or online. But how does one continue to focus on this with increasing priorities constantly competing for your attention?

CIASTD can help! In 2010 we will be offering two evening networking events. The first one of the year will be in the evening of June 3rd.

But you are telling yourself…I am so busy, why should I attend this? Great question!
During the upcoming networking event, you will not only have the ability to network with other professionals, you will also be able to learn the tips and tricks to tap into technology to continue networking “virtually”.

This is a two for one deal! Do some networking AND learn how to continue networking after the event ends. For minimal cost, you get maximum bang for your buck! Non-members are also welcome; therefore, if you know of non-members…get the word out, and let’s show them the value membership brings with our inaugural 2010 networking event!

Stay tuned…more details are coming!

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CIASTD keeps you connected!
By: Lida Pinkham, CIASTD VP of Technology

Connect, share best practices, and get answers to commonly shared challenges from peers in the workplace learning industry. Explore CIASTD's online resources and communities to get started.

CIASTD Web Site
The CIASTD web site offers several great resources for members and nonmembers alike. Use the website to find the latest news and register for upcoming events; peruse back issues of The Facilitator; search the CIASTD member directory for fellow members by name, title and company; learn more about CPLP and the CIASTD University; discover different ways that you can get involved in CIASTD. The website also provides you with links to the various social media tools we are using to keep you connected.

Ning
CIASTD is using Ning as a private social network for current CIASTD members only. Ning allows you to create your own profile, connect with other members, maintain a blog, participate in online discussions, join special interest groups, post photos and video, and more. We are also using Ning to share special member discounts and post materials from past meetings.

Linkedin
Linkedin is a professional network that is designed to allow you to build your online resume and connect with peers. Join our growing group of professionals! CIASTD’s Linkedin group is open to anyone who is interested in workplace learning and lives in the central Indiana area.

Facebook Fan Page
Become a fan of CIASTD and keep up with the latest news and events. Connect with other CIASTD members who are on Facebook. Anyone can become a fan of CIASTD.

Twitter
CIASTD uses Twitter to let you know about upcoming events, exciting news from local workplace professionals, and to share snip-its from our monthly meetings.

To access these tools, use the links on the CIASTD website. We will also be conducting free informational webinars on a regular basis to help you learn more about these resources that can help you get and stay connected with CIASTD. Keep your eye out for future events.

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Training Delivered Wherever You Are

Webinars are $15 members/$25 non-members. Look for registration opportunities as the training dates draw closer.

Virtual Competence: Utilizing Technology to Engage and Collaborate
Presenter: Kimberly Seeger, Louisiana ASTD President
June 16 12-1 p.m.

In this interactive session, participants will discover how to communicate and collaborate using technical tools. New research indicates managers need to pay attention to virtual competence for successful team communications. What tools will assist teams with effective communication and collaboration with colleagues across cubicles or oceans?

Learning 2.0
Presenter: Lisa Meece, Bottom-Line Performance
August 18 12-1 p.m.

Want to know how your organization can be more collaborative and foster flexibility? Learn how you can harness the power of Web 2.0 tools to create dynamic, user-generated content for your organization. We’ll cover how you can use social networking sites, information sharing blogs and wikis, podcasts, mobile applications, and virtual worlds to teach those within your organization and reach a larger audience beyond your employees.

What Training Can Learn from Advertising
Presenter: Peter Lynch, Business and the Geek
Sept. 15 12-1 p.m.

“What Training Can Learn from Advertising?" is an honest look at the lessons learned by Madison Avenue’s top advertising firms and how they have translated those lessons into increased attention and captured mindshare. Training is on a similar quest to capture the attention and mindshare of our learners. Whether you’re new to training or a seasoned veteran, this program will help you see training in a new light and will inspire you to use time tested “branding” techniques for your training.

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• For information on speaking at a future CIASTD meeting, visit www.CIASTD.org.
  
• If writing is your specialty, we are always on the lookout for articles which further learning in the areas of training and development. While we may not be able to publish every article we receive, we believe each issue of The Facilitator would be enriched by the addition of articles from CIASTD members. As a bonus, there’s VIP bucks awaiting each published article! Submit articles by emailing them to martie.hoofer@salliemae.com. We prefer files in Microsoft Word or Adobe pdf format.
  • o The focus for the July issue of The Facilitator is designing learning and simulation based learning.