Think learning in ballrooms is boring? Learn how to get your participants energized in a high-context experience that gets people talking and engaging in real business issues. Learn what caused one Fortune 100 executive to state, "Wow! This was the best learning experience I've seen in 20 years" following a class of 1500 people. We'll share the 4 powerful concepts for making learning high-impact for groups of 60-2000. Insight Experience's unique large-scale simulation design engages participants with a set of real world scenarios, real time results, and both team and individual feedback.
2. • Insight Experience helps leading companies
develop leaders and execute strategy
• We create dynamic business-based learning
experiences that connect leadership to business
results
• We work globally across industries, at all levels of
management, with a focus on Fortune 1,000
clients
About Insight Experience
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4. Adults learn by doing
4
“Practice isn't the thing you do once you're good.
It's the thing you do that makes you good.”
― Malcolm Gladwell, Outliers: The Story of Success
Source: SAVO Group. Source: National Training Laboratories.
6. 6
New Ideas Experiential
Learning
Large Groups
Market Insights… Strategy Alignment…
Strategy Engagement… Organization Capability…
Acquisition Integration… Culture Shift…
Change Launch…
7. • EnergyTrak is a global energy management company.
• Strong share in corporate clients
• Limited share with low margins in serving small businesses
• Shifting their service model for small business to an online,
more self-serve model
• New self serve system called YourSiteTrak in pilot testing: 6
months from readiness for global rollout
• Call center leaders have not hired new reps for 12 months in
anticipation of a workforce reduction as workloads decline
• Short term workloads in the call center are very heavy
Let’s try…
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8. • Workloads are highly
variable from 97% to 142%
of capacity
• Small business customers
are highly price sensitive
• YourSiteTrak reduced call
center volume by 18%
during first month of pilot
Data and videos give the group insight
about the issue
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9. Accelerate rollout of YourSiteTrak to reduce call center
volumes more quickly
Hire temporary employees for six months to cover current
volumes until YourSiteTrak is released
Continue to manage heavy workloads until YourSiteTrak is
ready for deployment
Raise prices to Small Business to reduce volume of
customers
Restructure call center operations to focus on Large
Corporate accounts and allow service levels for Small
Business to decline
Poll: What would you do?
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11. Small Business Customer Satisfaction
Overall market reputation
Employee morale
Call center service quality
YourSiteTrak performance and reliability
Customer acceptance of YourSiteTrak
Leadership alignment and support
Financial results for corporate parent
What is the most important risk to manage given
the action you selected?
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12. Results of Action By Team
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0%
2%
4%
6%
8%
10%
12%
14%
16%
EBIT Small Business Share
13. Results of Action After Managing Risks
13
0%
2%
4%
6%
8%
10%
12%
14%
16%
EBIT Small Business Share
14. We create learning with six key steps
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Describe a
recognizable
situation
Create real
tensions
that
people feel
Work with
peers to
address
the
challenge
(practice a
skill)
Commit to
decisions or
actions
See
Feedback
Compare
their Paths
Show the
impact
Connect to
real life
17. Establish
Foundation
Frame the
Discussion
Explore
and Identify
New Solutions
Agree
and Act
Productive Conversations Process
Share
perspectives
Confirm
understanding
Agree on areas
of alignment
Agree on roles and
communication
Agree on decision-
making criteria
Engage others,
when necessary
Build trust by
following up
Identify gaps
and conflict
Agree on a shared
objective
Evaluate
tradeoffs
Commit to next
steps
Acknowledge
conflicts and risks
Abandon pre-
conceived positions
18. Coaching has two important dimensions
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USING EFFECTIVE MINDSET
USINGEFFECTIVEPROCESS
GREAT COACHING
19. • Daryl is extremely personable
and recognized for
extraordinary customer
service in the past
• He is well respected and active
as a trainer in the call center
• He displayed negative body
language during an employee
roundtable
• His supervisor has shared
concerns that Daryl believes
the new strategic direction is a
poor one
What leader Karen knows….
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20. What the participant “playing” Daryl sees…
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Notes for being Daryl:
• Daryl is thoughtful but adamant.
• Daryl only sees the “downside” of the strategic shift, not the opportunity to enable EnergyTrak to
serve Large Corporate customers even more effectively.
• Daryl really wants to be heard—so if the GM doesn’t ask his opinion, he shuts down and becomes
less engaged. “I’ve heard it all before. You just don’t see the market at the front line the way I do.”
• If asked his view, he explains that he believes that any customer is a good customer, particularly
those he has worked hard to build relationships with. “These customers have high needs and I
spend a lot of time with them, I know, but they really value our service. That cannot be bad.”
• Daryl feels that being honest is important and one of his values. “I cannot sit in these sessions and
say nothing. If I don’t believe in what we are doing, I have to express my opinions. That’s part of
why I have skipped the past few training sessions. I don’t want to make things worse.”
• Daryl reacts positively if the GM:
– Asks his opinion
– Lays out a clear and compelling vision
– Asks him to try to shift his behavior
– Agrees to keep in touch and discuss his concerns and feedback as the change rolls out
22. How was effective was Karen’s coaching PROCESS?
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0
5
4
3
2
1
DID NOT
ADDRESS
HIGHLY
EFFECTIVE
SOMEWHAT
EFFECTIVE
NOT
EFFECTIVE
How was effective was Karen’s coaching MINDSET?
0
5
4
3
2
1
DID NOT
ADDRESS
HIGHLY
EFFECTIVE
SOMEWHAT
EFFECTIVE
NOT
EFFECTIVE
23. Each individual can see...
In a big group, we see interesting data
And we show the group...
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USING EFFECTIVE MINDSET
USINGEFFECTIVEPROCESS
GREAT COACHING
USING EFFECTIVE MINDSET
USINGEFFECTIVEPROCESS
GREAT COACHING
24. Conversations Impact
Employee & Business Metrics
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12
Call Center Morale Small Business NPS
26. More practice
• Repeat, retry, observe
• Pair and share real challenges
Reflection
• Best practice sharing
• Personal assessment
Connection
• Leader perspectives
• Personal action planning
What could come next
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27. Why does this work? Four power-ful concepts
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Power of
the
Familiar
Power of
Polling
Power of
Feedback
Power of
Peers
28. Taking the learning beyond the ballroom…
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Cascaded meetings with a
consistent message
Feedback for leadership by
mining the data
Continue the learning with
modules and “moments”
Individual reports and
feedback
29. Improve collaboration
Challenge participants to frame and
address opportunities across boundaries
Shift strategic direction
Let participants manage the business
with new decisions & direction
Develop innovation skills
Practice skills of design thinking and
entrepreneurial action
Announce a reorganization
Enable participants to live in a new
future with new decision rights
Change investment criteria
Analyze a fictional portfolio of initiatives
and prioritize them
Accelerate a major change
Structure “head and heart” change
activities and manage pitfalls
If your challenge is to… Craft an experience to…
Here is the dilemma..
You have a big group and an important message.
Edutainment
Finely honed superstar pitches– great catch phrases and powerful ideas
Create a buzz in the room that flows out to the buffet lines and breakout stations…
But then…here’s hoping
But does it create learning?
Could be on their phones..
Learning has to be powerful…but also personal and participative
Presentations aren’t enough…adults learn by doing
100% engagement statistic
Adults are oriented toward immediate application of learned knowledge: Adults learn from a performance-oriented or problem-oriented mind-set. They want information that they can immediately apply to their life tasks and enhance their professional performance…… Malcolm Knowles, American professor of adult education
If doing, you’re involved and paying attention
When doing, there’s a feedback loop. It’s the way we learn most basically
When doing, we’re engaging with others so we have to articulate what we are thinking…it’s the more complex way we learn
But back to the presenting problem, it’s tough to get 50 or 300 or 1000 people “doing” at once…and that’s what we want to share with you today.
We’ve been successful creating powerful “doing” learning experiences with our clients for over 10 years and we’re going to share with you what we do, let you get a feel for how it works
This has significant implications for their call center operations.
Next Question: Business results are interdependent
Prior Quarter Market Share
Next Quarter Market share based on their action
Next Quarter Share based on their action and the risks they managed…
Then a senior leader commented on these dynamics in the field…
Rare opportunity to observe others in difficult conversations
Large groups can do this in powerful ways:
Coaching skills (CVS)
Change leadership (Colgate)
Strategy implementation (CVS Salesbuilding)
Large scale change rollout skills (HB Fuller)
Productive Conversations (dealing with conflict)
IN a ballroom there are lots and lots of these…
Meet Daryl and Karen
Key is observers.. and that’s your role…
More than one observer…
Rest of the small team are acting in the observer role
Power is in the observer feedback
Learning how to give feedback (BTW)
This exercise can teach and reinforce a range of models, here is an example process that we have taught in this format.
Rotate but redo the same conversation
Different scenario to present different challenges
Full rotation in the am and the pm of a meeting– so each participant gets two rounds of practice
Best practice sharing at the table
Best practice sharing in the room
Personal practice with personal challenge– write a card for a peer
Personal action planning
Power of the familiar— to engage a group, give them challenges they recognize. We created business issues that felt painfully close to the challenges back on the job. We created archetypes of customers and employees and then let participants create the words those people would say. Participants would present their greatest challenge to a peer, and the conversation would run from there.
Power of polling—mobile polling let us capture the conversation in the room into big picture themes. Once we knew where the energy was coming from, executives could comment and build on the discussion and drive home the learning points.
Power of feedback—personal, business, competitive. Simulations are all about rapid feedback loops, and the challenges we created delivered feedback in multiple ways throughout the day. Feedback from your peers on interactions; feedback on your choices in terms of the business results; feedback from the group from comparing your decisions to those of 299 other people.
Power of peers—in a large room the best teachers are sitting in the next seat. We’d start conversations at the front of the room, but peer pairs would make the ideas come to life. Structuring activities with peers kept everyone engaged. Participants couldn’t hang back or drop out of the discussion, which is always a risk in large group settings.
Individual Reports
Cascaded meetings with a consistent experience
Organizational Feedback (mining the data)
Foundation for follow up
Meeting in a box
Online polling
This is a methodology not a topic driven solution.
Context awareness and analysis
Shifting investment criteria
Shifting market focus or business models
Reinforcing an organizational shift and shifting roles and responsibilities