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Creating a Learning Culture How I performed an Organizational Vulcan Mind Meld and Earned my never-big-enough Paycheck Sandra Smith, Training and Develoment Manager – PowerPoint PPT presentation

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1
Creating a Learning Culture
  • How I performed an Organizational Vulcan Mind
    Meld
  • and
  • Earned my never-big-enough Paycheck
  • Sandra Smith, Training and Develoment Manager
  • Denver Public Library
  • 720.865.2071 ssmith_at_denver.lib.co.us

2
  • Learning is like rowing upstream
  • not to advance is to drop back.
  • Chinese
    proverb

3
DENVER PUBLIC LIBRARY

4
How To 1
  • What does a Learning Culture currently
  • look like in your organization?  
  • WHAT kind of learning is happening?
  • WHO is doing it?
  • HOW is it being done?

5
MY EXPERIENCE
  • What DPL five years ago had no clear program
    only as needed, reactionary at best small number
    of classes
  • Who Training Manager, occasional SME, no general
    staff involvement, no executive or manager
    awareness of ROI of training
  • How classes by TM, occasional SME, no general
    staff involvement, periodic Training Calendar

6
How To 2
  • Who is the motivator? Why should it
  • look differently?
  • Who Who wants a Learning Culture? You? Others?
  • Why Organizational Circumstances? Personal
    Motivation? Dictates from above? What is needed
    and why now? If not now, what consequences?

7
MY EXPERIENCE
  • Who me seeing an unmet need and being willing
    to tackle it
  • Why my position exists for a reason!
  • Why there are organizational needs and
  • potential ROI to staff and and the community

8
  • DPL Organizational Needs
  • DPL is changing org in changing library times
    tech, activities, customers, relevance
  • Are a learning orgset example to staff
  • Need to share expertise internally for better
    customer service (our mission)
  • Need highly skilled, consistent staff
  • Staff looking for development opportunities
    positive work environment, retention
  • Foster a sense of personal responsibility and
    accountability for the defined topics
  • An acknowledgement by executives of the
    importance of the role of staff via executives
    support, personal participation and exchange of
    mutual expectations

9
  • Provide a targeted, effective system of ongoing
    professional development for staff, including a
    cost-effective utilization of staff time and
    resources
  • Introduce a framework for defined competencies,
    expectations
  • and accountability
  • Maintain awareness of DPL practices and
    perspectives including current policies,
    practices and services of all departments and
    branches
  • Provide an opportunity for colleagues to network
    and develop and a sense of community
  • Provide consistent knowledge and information for
    all staff
  • Ensure excellent customer service

10
How To 3
  • Whaddaya Want?
  • and
  • Do a Reality Check
  • What do you want it to look like?
  • What can it look like?

11
TIPS
  • Use your skills, background, talent to identify
    what youd like to see
  • Think what would be better around here
  • Observe and Listen chat with others, get
    feedback in a casual way at first, get a sense of
    where peoples priorities, issues, problems are.
    Do walkabouts and observe.
  • Define what is needed specifically do an
    inventory of what needs to happen now and
    later, doable and potential

12
MY EXPERIENCE
  • My identified goals in 2001
  • to expand the types of classes offered database
    skills, supervisory techniques, wider numbers of
    skills classes, sharing opportunities about the
    activities of DPL
  • to involve more staff in the attending of classes
    (ones that they feel are valuable to them in
    their work life) AND get the right butts in the
    right seats

13
MY EXPERIENCE
  • to involve more staff in the leading of classes,
    sharing their expertise and experience with
    others, developing presentation, people and
    organizational skills
  • to introduce competency-based outcomes,
    evaluation and ROI to the learning program, what
    does it look like
  • to create the mundane but necessary structure for
    tracking data and statistics on the learning
    program

14
How To 4
  • How do you
  • ACTUALLY ACHIEVE
  • How To 3?

15
Oh nooooo..are we talking Culture Changes???
  • Culture is People their beliefs, attitudes,
    values, behaviors
  • Culture is the Organization rules and policies,
    customs and norms, ceremonies and events,
    management behaviors and trust, rewards and
    recognition, communications, physical
    environment, organization structure, goals and
    measurements

16
YOU EXPECT ME TO CHANGE ALL THAT???
ARE YOU NUTS?
17
DONT PANIC!!I ONLY EXPECT YOU TO DO
18
A VULCAN MIND MELD ON YOUR ENTIRE ORGANIZATION
19
Start the Conversation (in the Mind Meld
handout this is thegetting physical part)
  • Get info on past training data, details
  • Talk with those who have done the training
  • Talk with staff/managers about past learning
    opportunities and current desires

20
MY EXPERIENCE
  • Informally chatted to multi-level staff I knew
    and didnt know via lunches, after-hours, when
    they would come to me with questions about
    anything
  • Formally talked to key managers had list of
    questions
  • Re-talked to people after gathering initial
    information clarify, summarize

21
Plant the Seed (this is the Mind Meld
transference of ideas)
  • Plant nuggets of what is possible to be done with
    training in a learning culture
  • ROI to the bottom line
  • fixing daily problems
  • workforce satisfaction
  • improving work environment

22
MY EXPERIENCE
  •  
  • Kept conversations on-going but with intent to
    further my goals
  • Article in newsletter about what I do
  • Contribute useful nuggets to meetings
  • Send articles to key staff/all staff
  • Proactive in offering to help/fix issues

23
Marshall your forces (in the Mind Meld handout
you and the recipient now have the same
knowledge, interests)
  • Identify your key people soft or hard sell them
    on your resources, goals connect with their
    closest advisors
  • Explore merging your resources, helping one
    another
  • Support all who come for help or you reach out
    to, make connections with new staff
  • Give positive reinforcement to those who get
    it, help you, do good deeds to the benefit of
    your goals

24
AND DO NOT
  • WAIT IN YOUR OFFICE FOR SOMETHING USEFUL TO
    HAPPEN FOR YOU
  • IT
    WONT

25
MY EXPERIENCE
  •  
  • Gained active support from key people initially
    two directors, five managers, five librarians
    (committee), three staff SME trainers
  • Formed training committee used earlier
    connections capital to get permission if
    necessary

26
S.W.O.T. (in the Mind Meld handout, all the
risks)
  • Strengths, Weaknesses,
  • Opportunities, Threats
  • Identify these for the potential learning
    program
  • both holistically and specifically
  • Get input from others
  • Dont operate with blinders. Dont ass-u-me!

27
MY EXPERIENCE
  • Identified, with key people, my SWOTs
  • Data generation process Documented
  • achievements for my supervisor and
  • reviewing rater created tracking/statistic
  • method

28
Make a success happen. (in the Mind Meld you
have succeeded with one person)
  • Do a training or development program for a work
    unit (one of your supporters?)
  • Coach a staff person, manager
  • Problem-solve a process
  • Contribute to in-house publication how you can
    contribute, resources available to people, FYI
    articles and useful information
  • Facilitate a meeting
  • Make a new learning opportunity available to
    staff tutorial, offsite class, video

29
MY EXPERIENCE
  •  
  • Asked key SME for librarians to do training in
    TC asked key group to do as well on any topic of
    interest
  • Sent out request for staff to share expertise by
    conducting a class
  • Did great teambuilding day for a manager who is
    influential
  • Created/conducted several new classes in TC
    performance evaluations, NEO, discussion
    roundtables, time management
  • Saw supervisors with staff problems offered and
    helped fix
  • Found videos, tutorials

30
Build on Success (in the Mind Meld mode, go for
more!)
  • Follow up on any opportunities that result
  • Continue making people connections
  • Keep your program in the limelight
  • Start working on bigger goals

31
MY EXPERIENCE
  •  
  • Reinforced new presenters praise, help, how
    valuable to staff and library mission
  • Heard about new SmartyPants service proactively
    asked and responded to needed training saw new
    skills needed as well as synchronicity from
    earlier efforts to connect with staff
  • Led to BRAINCELLS series for librarians
  • Led to Beyond Today series for senior librarians
  • Led to Take the Lead series for Lead Clerks
  • Led to new service styles training for all staff

32
Level One Reaction
  • Increase in class number and attendance
  • 199954 classes 2001100 classes
  • 2000200 attendees 20041140 attendees
  • Increase in positive comments
  • Staff asking for more classes, giving suggestions

33
Level Two Learning
  • More staff wanting to do classes
  • Attendees asking for more information on a topic
  • SmartyPants pre-and post-testing results
  • BRAINCELLS self-assessment ratings on
  • learning achieved
  • Supervisors value classes

34
Level Three Behavior
  • Executives/managers/supervisors
  • ask for training
  • use me as resource
  • Verify performance improvement in staff
  • Are willing to participate in training

35
Level Four Results
  • CEO supports, is engaged
  • Library Commission supports They Like!
  • Cost-effective use of presenters and attendee
    time
  • Quality consistent, more frequent and timely
    information to the Right Butts in the Right
    Seats
  • Have two on-going Training Committees

36
Personal Level One Reaction
  • Satisfaction in my job
  • goals identified and aimed for
  • co-worker relationships
  • accomplishments

37
Personal Level Two Learning
  • More knowledgeable about needs of organization
  • Increased project management/ /strategic
    planning/training skills
  • Increased awareness of training/learning
    challenges

38
Personal Level Three Behavior
  • More collaborative, team focused
  • More proactive, focused on goals
  • More seeking outside experiences/input/connections

39
Personal Level FourResults
  • ROI to career and self
  • Experience
  • Skills
  • Contacts
  • Community contribution

40
  • If you are going
  • to take Vienna
  • then Take Vienna.
  • Napoleon I


41
Discussion questions
  • What others ideas do you have for creating a
    learning culture?
  • What successes? Challenges? Failures?
  • Why did they happen?
  • What other resources are out there to help?
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