|
|
| |
|
|
|
|
|
THIS MONTH… Developing and Coaching Others
|
|
|
|
Research says:
A manager’s meaningful and capable involvement
before, during, and after learning is “the” critical
ingredient necessary to ensure employees ingrain
learned behavior on-the-job where it matters most.
Experience says:
You tell us that all the time.
|
| |
|
Consistently ALD, Inc. leadership training generates positive feedback from our customers. When we ask about the quality and success of our training, they say mid-level leaders really like what they learn in our programs. The consistent feedback is… “It’s very practical, I can do this!” and “I wish I would have known the things I learned in your courses when I first began to lead people; it would have saved me and my people a lot of pain, and we would have been a lot more productive quickly.”
|
| |
| However, when we press for details most customers are not able to give us more than anecdotal evidence of success. They tell us they believe that behavior and performance has improved somewhat, however they can’t say for sure. |
| |
| So, why do you suppose organizations continue to send people to training without actually proving resulting behavior changes on-the-job? Perhaps it’s because they know by observation and performance that there is an urgent need to improve the skills of their people, and they are not aware of a better alternative than traditional training approaches. |
| |
|
Now…A Better Alternative
|
 |
| |
|
- You approach training as a process that includes individual assessments and practical training followed by structured reinforcement, and
- You hold the participant’s managers accountable to implement the strategies specifically outlined in the DCO program - then you will see measurable performance improvement.
|
|
Developing and Coaching Others
|
| |
Developing and Coaching Others is a half-day addition to our leadership development curriculum. With it, we can help your leaders develop the skills and strategies they need to guarantee their people gain full value from training, and ensure they transfer the classroom learning into changed behavior and performance improvement on-the-job.
This course is specifically designed to be an integrated learning solution,
our Train to Ingrain process. |
| |
|
1. How to effectively support professional development - Leaders learn how critical they are to the learning process of their employees. They gain an understanding of the critical role they play in whether or not their employees actually apply training and change behavior. Leaders learn specific actions they can take to ensure training isn’t wasted, and that it achieves observable and measurable improvements in job performance well beyond the classroom. |
| |
|
2. How to effectively reinforce professional development - Leaders learn specific skills and strategies for applying the “Coaching Moments” model, a model that enables leaders to effectively help their people learn how to improve their performance on the job.
|
| |
| These two specific skill sets are critical if an organization seeks observable results in performance change as a result of training. |
| |
|
Two Versions of Developing and Coaching Others
|
| |
Developing and Coaching Others is the first leadership development program we have offered that provides organizations with two versions; a supervisory/management level program for the same people currently going through our current Leadership Essentials and Leadership PLUS curriculum (managers, supervisors, and team leaders), and a Senior Management Version designed for leaders who have multiple levels of leaders reporting to them.
|
| |
Developing and Coaching Others (DCO) – This version is a half-day module that fits directly into the current leadership development modules. DCO helps these leaders see how they can make a difference in their team members’ growth and development.
All standard Leadership Curriculum features are included in the participant manuals including: troubleshooting guides to help in difficult applications, an extensive bibliography, extensive follow-up tools and access to online links for participants as well as administrators, and videos that demonstrate traditional and positive skill points of a coaching moment between a supervisory/management level leader and team member.
|
| |
|
The Senior Management Version includes troubleshooting guides to help in difficult applications, an extensive bibliography, extensive follow-up tools and access to online links for participants as well as administrators, and videos that demonstrate traditional and positive skill points of a coaching moment between a Senior Management person and a supervisory/management level leader.
|
|
Even though we highly recommend Senior Management personnel complete the full Leadership Curriculum, we understand that they may choose not to participate in the full Leadership Curriculum, thus the DCO-SMV version of the program contains a CD-ROM to assist the Senior Manager in coaching their personnel in the Leadership Curriculum including:
- Fourteen Troubleshooting Guides from The Leadership Curriculum,
- Twelve skill point Videos from The Leadership Curriculum
- Fourteen packages of interactive forms used in The Leadership Curriculum
- From the Train to Ingrain library:
- A PDF article titled “When Training Fails… And What You Can Do About It.”
- A PDF article titled “The First Three Steps Are Easy, How to Achieve Permanent, Measurable Improvements in Performance.”
|
|
Why This Program?
|
| |
|
Our experience says many organizations
- Do not hold managers accountable for the development of their team members
- Are not fully aware of the negative performance implications of that decision
- Do not understand their managers are not skilled as performance improvement coaches
|
|
Our experience says many managers
- Do not accept responsibility for the development of team members, nor do they fully realize the missed opportunity
- Do not understand the opportunities they have immediately at hand to build the
capabilities of team members
- Do not know how to effectively coach to improve performance
|
|
Ensuring That Training Changes Behavior
Managers learn how to successfully motivate, direct, and coach team leaders through a learning process to ensure they transfer learning into improved on-the-job performance
|
| |
|
Coaching Moments
Managers learn how to effectively handle “coaching moments” to improve team leaders’ performance on the job
|
| |
|
“Before” Direction - “During” Support - “After” Reinforcement
are all part of Developing and Coaching Others
|
| |
|
|
| |
|
Special Introductory Pricing
|
|
Facilitator Guide $440 / $550 after May 31, 2007
Participant Workbook $32 / $39 after May 31, 2007
|
|
|
|
Facilitator Guide $440 / $550 after May 31, 2007
Participant Workbook $160 / $180 after May 31, 2007
|
|
|
|
Special Educational/Government Pricing Available
|
| |
|
|
|
Why Does it Take More Than a Training Event to
Make Your Training Stick?
The Core Insight - What It Takes to Change a Behavior Pattern
|
| |
| |
| ©2007 ALD, Inc. All rights reserved.
ALD, Inc. values every subscriber and respects your privacy. We do not rent, sell or exchange email addresses. This FREE publication by ALD Inc. is sent only to those who have requested it.
ALD, Inc. | 3021 Lake Forest Drive | Hayden Lake, ID 83835
www.YouNeverStopLearning.com |
