A global research and development organization designed and developed a toolkit of learning resources for managers to apply in developing their teams on topics such as influence, managing conflict, working with stakeholders and working in a matrix organization. The blended-learning solution was intended to be self-administered to intact teams and facilitated by mid-level teams’ managers.

Managers appreciated the content and flexibility of the toolkit, but struggled to coordinate the learning with an already full set of responsibilities. Additionally, the teams desired ‘an external perspective’ to add to their knowledge.

Desired Outcomes:

• Large volume of participants to attend learning in a brief timeframe without adding to training department headcount.
• Consistent facilitation experience in multiple countries within the same organization.
• Adaptation of content and examples depending upon location and team-specific needs.
• Streamlined, turnkey administration support without adding to headcount.

Our Solution:

PPS International Limited built an administration guide, onboarded and trained a team of facilitators from within our global network to act as adjunct or surge facilitators for the scientific and project teams. PPS assigned a client-specific logistical coordinator to manage the enrollment and data entry for each cohort. Facilitators kept track of team trends using a PPS-created database, so that each cohort completing the eight customized modules in the series had continuity from module to module.

Products & Services Used:

• Global Contract Facilitators
• Administration & Logistical Support services
• Instructional Design services

Success Indicators:

• More than 350 leaders were trained in up to eight modules from 6 countries and three regions in less than 2 months without any addition to headcount for client company.
• Up to 96% of participants indicated they gained new knowledge from the training sessions.
• Up to 95% of participants felt that the training was a worthwhile investment from their organization.
• Internal project manager commented, “We really appreciate all your flexibility and accommodations,” about ease of working with PPS International Limited to handle such a complex project.
• Internal project managers also commented, “The results are excellent and highlight the effectiveness and impact of the training. Well done!” in regards to the overall program success.

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Employees in a large-sized firm were career engineers tasked to deliver a sales target in order to meet the organization’s aggressive growth targets. In discovery with the VP Sales, PPS recognized that there were no adopted competencies for the role and no documented sales process. Developmental opportunities were inconsistently made available across the organization. Managers were not equipped to coach and develop employees to desired behaviors. In order to achieve sales goals, we created a holistic skills-development system.

Desired Outcomes:

• Develop skills to generate services demand and influence key decision makers within client organizations.
• Nurture relationships with clients through interpersonal acumen.
• Manage each sales territory to achieve revenue targets.
• Apply knowledge of the firm’s product portfolio to solve existing and anticipate future customer challenges.
• Employ a repeatable, dynamic sales process.

Our Solution:

As part of the process to develop a competency model for the sales engineer role, PPS International Limited held focus groups that included employees and managers. This also served as a way to document a repeatable sales process. We built a 360 assessment based upon the competency model and administered it, building individualized development plans and identifying organizational needs for the population. We designed and facilitated a two-day, ILT event that debriefed the assessment results, introduced sales tools, and equipped managers to develop talent on their respective sales teams.

Success Indicators :

• Adoption of documented competency model by target employees.
• Documented sales process to guide selling activities.
• Increased engagement with existing sales enablement tools.
• “Improved morale and engagement” —VP Sales.
• Created first-ever individual development plans.
• Equipped managers for talent development and provided insights to organizational skill strengths and gaps.

Products and Services:

• Customized 360 Assessment
• Group Analysis and Debrief Workshop
• Competency Modeling
• Work Process Definition in the form of Sales Process Diagram
• Custom Instructional Design & Development Services
• Facilitation Services
• Manager Support Resources and Tools

The post Sales Team Enablement: A Case Study appeared first on PPS International Limited.

To support these efforts, we created an infographic called, 20 Ways to Develop Skills, Abilities & Knowledge. This resource is useful as a reminder or to introduce options that might not otherwise be readily considered in creating individual development plans.

Feel free to use with your direct reports, coachees, participants and others as you create meaningful and well-rounded development plans.

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We offer training on holding leadership and other conversations, including our Giving & Receiving Feedback program, Having Tough Conversations program and Manager as Mentor & Coach.

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Situation:

A global pharmaceutical and consumer products organization wanted to equip manufacturing employees with key digital concepts to prepare them for future business, more focused on use of data and digital solutions. Because of production demands, they needed to offer a solution via engaging and time-sensitive channels of learning such as digital microlearning. The organization wanted to create dialog between members and leaders (who had attended executive-level digital acumen programs of their own) while also identifying employees who could serve as digital champions and cascade the learning

Desired Outcomes:

• Share core digital concepts across the manufacturing team.
• Create a common vocabulary for manufacturing employees.
• Recognize basics of data, analytics and effect to work streams.
• Develop a digital mindset for individuals that leads to institutionalization of a digital culture for the organization.
• Engage in problem solving between leaders and employees, leveraging data and digital solutions.

Our Solution:

SyNet developed a multi-modal curriculum incorporating videos, reading assignments, problem-solving activities and group discussions in a series of eight, 15-minute learning “nuggets.” Total duration of the curriculum is two hours and the suggested span for completion of activities is one month. Learning can be completed asynchronously or in team learning events led by supervisors. This “digital pill” is book-ended with a formal launch event to prepare the facility employees and application activities following the mobile learning.

Product and Services Used:

• Needs assessment services
• Curriculum design and content curation
• Instructional design and development services
• Media production services
• Third-party platform integration with NovoEd
• Administration and coordination with manufacturing supervisors
• Evaluation and measurement administration and analysis

Success Indicators:

• Expanded program audience to all manufacturing employees
• Utilized site-specific messaging and communication channels
• Allowed access to content 24/7 on multiple types of mobile devices
• Integrated with NovoEd platform for flexible, self-directed learning
• Delivered in multiple languages
• Produced reports and metrics for learner engagement
• Trained 2,500 employees initially

The post Digital Microlearning: A Case Study appeared first on PPS International Limited.

Corporate learning is undergoing a massive overhaul as digital and other technologies disrupt more traditional ways of learning. This issue of “What to Read” highlights the book L&D’s Playbook for the Digital Age by Brandon Carson.

“Arguably the most critical aspect of learning governance, however, is to identify gaps that often cause business functions to create their own training outside of the L&D function. Closing those gaps, where applicable, will result in less redundancy and drive more cost efficiency.”

“There are currently five large disruptors occurring simultaneously: the digital transformation, the 2020 pandemic, a new financial recession, the largest social justice movement since the 1960s, and climate change. These events accelerated what we refer to as the “future of work” and laid it on the our doorsteps now, today. All companies are navigating these disruptors, and they’re affecting how talent is attracted, acquired, retained and developed.”

From L&D’s Playbook for the Digital Age

Summary

In L&D’s Playbook for the Digital Age, Brandon Carson makes the case that it’s time to rethink corporate learning and its role in enabling the workforce, and creating a new process for developing skills and capabilities. Carson argues that L&D is one of the most critical business functions and must be appropriately funded and resourced to realize the performance gains that are crucial to the business. Corporate learning needs a way to navigate the transformation the digital age is demanding. For L&D, Carson’s playbook process can help build alignment across the team and with stakeholders by being flexible as business needs change.

Our Key Takeaways from L&D’s Playbook for the Digital Age

Our three key takeaways from this book are:

1. Reimagine L&D as a Strategic Business Partner: L&D must evolve from a support function to a strategic partner integral to business success. This involved aligning L&D initiatives with organizational goals, using data-driven insights to inform decisions, and fostering a culture of continuous learning.

2. Embrace Technological Advancements in Learning: L&D should leverage emerging technologies such as AI, cloud computing and data analytics. These tools can enable personalized learning, efficient content delivery, and real-time performance tracking.

3. Prioritize Human-Centric Learning Experiences: Even with technological advances, it is still important to maintain a human-centered approach in learning design. This includes fostering emotional intelligence, collaboration, and leadership skills. We do this by balancing technological tools with a focus on human development.

By adopting these strategies, L&D leaders can effectively navigate the challenges of the digital age, ensuring that their organizations remain agile, innovative and people-focused.

The post What to Read: L&D’s Playbook for the Digital Age appeared first on PPS International Limited.

We offer training on holding difficult conversations, including our Doing the Tough Stuff Well program and Manager as Mentor and Coach.

Contact us to learn more:

The post How to Begin a Difficult Conversation appeared first on PPS International Limited.

Situation

As part of a cultural transformation, the Executive and Senior leadership of a global, medical device company with 30% year-over-year growth, published core values for the organization, several which required leaders to use active coaching skills.

To implement the core values and competencies, managers needed to adopt a “coach approach,” including using skills such as reflective listening, thoughtful inquiry, and demonstrating empathy.

Managers also needed to use coaching skills as part of the newly-standardized formal performance management process.

Desired Outcomes

• Recognize the importance of coaching skills to an organization’s capacity and impact.
• Explore the value of coaching to develop trust-based relationships.
• Define coaching skills and identify current barriers to coaching.​
• Simplify coaching to a practical activity which happens naturally in interactions across the organization.
• Recognize the importance of empathy, humility and psychological safety when coaching.

Our Solution

PPS designed a series of learning activities including a personal assessment based on organizational values and a series of virtual and instructor-led training events for the participants.

The design incorporated thought from the International Coaching Federation and utilized certified coaches as faculty.

All materials were branded to the client organization.

Success Indicators

• Participants signaled 99% overall satisfaction and evaluated facilitation 5.0 out of 5.0.
• Solution aligned to organization’s core values.
• Solution referenced organization’s performance management cycle including key process areas where skills would be used.
• Client’s senior leaders provided visible support and sponsorship.
• Solution used a blended-learning approach with manageable participation timeframes to allow application, in recognition of organizational growth.
• Examples, language and graphics used in design took a global leadership audience into account.

Products & Services Used 

• Consultation with Executive/Senior Leadership team
• Custom Instructional Design & Development
• Skills practices for application activities
• Facilitation services
• Coaching services
• Program evaluation services

The post Coaching Skills for Leaders: A Case Study appeared first on PPS International Limited.

Storytelling is an age-old way to share information and get and keep attention. In this issue of “What to Read,” we highlight insights from the book The Perfect Story by Karen Eber.

“Your best ideas will be discovered when you apply constraints within a specific context. Constraints aren’t limiting; they provide focus. The most dreaded question in a job interview is, “Tell me about yourself.” It’s so broad and vague—where do you start? If the question was, “Tell me what you liked about your last job” or “Describe a project you were proud of,” you would have plenty to share. The same thing happens in storytelling. If we don’t apply constraints, our brains don’t know which file to access to retrieve an idea. Our mind goes blank for what feels like an awkwardly long time. Ask a specific question, and the brain immediately becomes focused and can access memories and ideas.”

“The act of avoiding and withholding information they don’t want to share makes them gloss over details they should. The energy that should go to creating the story is spent protecting information. The resulting story is flatter and less engaging.”

“An HR team I worked with had a dashboard of data that was reviewed quarterly. They would tell the story of a few individuals within the data set to bring meaning to the data and then would zoom out to discuss the data at the company level. Their intent was clear: level set on the understanding of the data to support a thoughtful discussion. Had they only shared the stories of a few individuals and not fostered a broader discussion, their approach could have been seen as manipulative. By combining the stories and data at scale with discussions, they were able to have rich and nuanced conversations that wouldn’t have otherwise resulted.”

From The Perfect Story by Karen Eber

Summary

An excellent story on why storytelling is important and how to effectively tell stories. Karen Eber provides steps and real-world examples to help us elevate our storytelling and make meaningful connections. In this book, Karen explains the science of storytelling and teaches you:

• Leverage the Five Factory Settings of the Brain to hack the art of storytelling
• Build a toolkit of endless story ideas
• Define the audience for your story
• Apply a memorable story structure
• Engage senses and emotions

• Tell stories with data
• Avoid common storytelling mistakes
• Use your body to tell dynamics stories
• Ensure your story doesn’t manipulate
• Navigate and embrace the vulnerability of storytelling

Our Key Takeaways from The Perfect Story

Part One: Hacking the Art of Storytelling

The section goes into detail of why stories are important and helpful. Storytelling builds ideas and creates shared understanding and connection. Stories are memorable, create interaction and reinforce value. This section also explains the Five Factory Settings of the Brain: Engaging and Focusing the Brain, Minding the Gap of Assumptions, Processing and Categorizing Information, Creating Connection and Empathy, Seek Pleasure and Avoid Pain. Storytelling creates an artificial reality experience for our brains. The way we tell stories matter.

Part Two: The Context….Finding Ideas for Stories

In storytelling, you can’t create and edit at the same time. Story ideas emerge when you apply constraints. Create a toolkit of ideas. Stories start with the audience, not the idea. Define the desired outcomes for what you want your audience to know, feel, think, or do.

Part Three: The Conflict—Building The Story’s Structure

Stories without a structure are hard to follow. The four-part story structure model (Context, Conflict, Outcome, Takeaway) gives you the flexibility to build out your idea for any setting. The four-part story structure is a tool you can use five minutes before a meeting to anchor the major points of a story or communication you’re going to share. Using this structure makes it easier for the audience to follow and understand your story. The details give the story context, relatable characters, and unexpected events to help anchor understanding for the audience. Specific details are memorable. Don’t just tell us you’re eating ice cream. Describe the specific flavor and any toppings. Don’t cheat the audience of details by using connecting phrases like ‘eventually.’ Describe what happened to get to that point. Descriptions that engage the senses increase neural activity, keep your brain out of lazy mode, and immerse the audience in the story. Show the emotions of the characters without telling us. Don’t tell us the character is frustrated. Describe how they cut someone off in a conversation, refusing to have the same conversation again. The start of the story should capture attention whether with a hook, a question, a statement or by appealing to the curiosity of the audience. Ask yourself what you want your audience to know, think, do, or feel before potential interactions. This prepares you to tell stories in real-time. Data never speaks for itself. When you don’t walk someone through data, you risk different interpretations and misalignment. Simple data leads to rich conversations. Make the data easy to understand and act upon. Stories help create simple data.

Part Four: The Outcome—Telling A Great Story

Pause is a character in your story. Embrace it to build and release tension. Know your starting, ending, and transition sentences for a strong start and finish. There are a few clues that your story resonates: Audience members tell you stories in return, Conversations expand to different ideas, considerations, and thoughts. There is a big gap between telling a story and telling a great story that engages your audience. It’s not enough to tell a story. The way you tell it impacts the connection with the audience and the likelihood of achieving the desired outcome. Influence involves choice. Manipulation involves control. Information, choices, perceptions, and power are often distorted. As you prepare your stories, ask yourself, Who are you OK with disappointing? Your story isn’t intended for everyone. Free yourself by determining exactly who it’s for and who you are OK not connecting with. Stories may have been told before, but not by you. Your audience wants to hear your perspective.

Part Five: The Takeaway—Landing the Idea

The most valuable thing people can do is give us their attention. Great stories respect that attention by thoughtfully building an idea that informs, influences, or inspires the audience.

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