The Challenge

“The Real Genius is not in building it. The Genius is in getting it

used.”

The R.O.I.

1. What is the calculation for determining the cost of a mis-hire?A. Total cost in hiring the person: $__________B. Compensation: (sum of all years

person was in the job) $ __________C. Maintaining person in job: (sum for

all years person was in job) $ __________D. Total Severance: $ __________E. Mistakes/failures, missed and

wasted business opportunities: $ __________F. Disruption: $ __________G. Other: $ __________H. SUM OF ALL COSTS (A-H): $ __________I. Estimated Value of Contributions of the mis-hire $ __________

Read: Topgrading, Bradford D. Smart, Ph.D.

Reality

THEN - 14 years ago we asked a group of sales managers what issues they faced in performing their training responsibilities and they said:

Scheduling TrainingMonitoring Training ResultsCoordinating all available training materials into a coherent programMaintaining Consistency (Often due to remote locations)The time intensiveness of classroom trainingThe on-going assessment of training skills and programsThe cost of training

RECENTLY - We again asked a group of sales managers what issues they faced in performing their training responsibilities and they said:Time Commitment / Their TimeConsistency of TrainingCompetency DevelopmentMeasurement of ResultsRepresentative AccountabilityLack of Focus/Too Many HatsBalance – Fast Start versus Professional Student

Five Years From Now – Will the answers be different or the same?

The Six Requirements

1. IMPLEMENTATION STRATEGY(Based on reality in which the learning is being delivered)

2. LEARNER-DRIVEN (Learners bring the Fuel/Energy)

3. CLEAR EXPECTATIONS (The learner needs to Discuss, Explain, Demonstrate)

4. A LEARNER “ROAD MAP” / CONTROL VEHICLE (Without it, the learning experience is like a play without a script)

5. “I DO. I UNDERSTAND.” (If it is not clear in your mind, it will sound worse when you speak it)

6. ACCOUNTABILITY (Without accountability, learning will not be a priority for the learner or “trainer”)

Top Performers

The Study GroupOver three years with the company.One of the most productive field forces in the industry measured by: (1) Face amount (2) PremiumHistorically, the losses of 3+ producers minimal1,000 producers in this group

Top 10%Consistent activity results from day one. (Upgrade their markets not their activity level.)They reflected the growth and approach you would attribute to a successful business owner.They were fundamentalist. Basic skills were not a problem.

Initiative, preparation, and controlNext 55%

Greater inconsistency of activity results from day oneThe range of development needs was spread out… sales skills, business management, marketing, etc.The need for a big sale became a dominant factor in some making honors.

Less initiative, preparation, and controlBottom 35%

Other than the retirees, marginal to poor activity results from day one.Based on their commission results, it is difficult to see what they’re living on

No initiative, preparation, or control

Accountability: “No One Can hide”

Morris R. Shechtman’s Working Without A Net establishes the Seven Prerequisites for Accountability.

He says, “…because of the drive for comfort in our society; confrontation and conflict are often required to hold people accountable, and many managers would prefer to avoid making their subordinates and themselves uncomfortable.”

1. Accountability is to individuals; not to groups, committees, or organizations. (Accelerated Learning Guide)

2. Clarify the areas in which one will be held accountable. (Key Competency Areas)

3. Expectations must be stated in a specific and clearly differentiating manner. (Discuss, Explain, and Demonstrate)

4. Measurement of expectations must delineate quantity and time frame. (Checkpoints and Final Assessment)

5. Consequences for meeting or failing to meet established expectations must be stated in detail.

6. Consequences must be enacted with immediacy, objectivity, and clarity.

7. Accountability must be modeled by top management.

Principles/Concepts

Inherent in this Accountability Performance System are:The Common Denominator of Success

The Pygmalion Theory

Memorize, Personalize, Naturalize

Silk Purse/Sow’s Ear

Tough Love

Empowerment

Inspect What You Expect

Hawthorne Effect

No One Can Hide

In Spite of the Trainer

The Genius - Getting it Used?

You need an instructional design that energizes learners - whether they be sales, management or any other audience – to approach their learning seriously and demonstrate that they can use what they have learned.

Accountability is the fuel that drives this learning engine supported by the appropriate content – yours, ours or a combination of both - plus tools (Certification and Road Map) that empowers the learner to achieve the learning objectives in spite of the trainer.

The TIS Difference

We bring much needed structure and accountability to learning through our

•Instructional Design•Application of Learning Technology