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Philosophy of trainingRev2015

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Philosophy of trainingRev2015

  1. 1. Paul Arnold Consulting Inspiring Change Why training isn t working
  2. 2. Paul Arnold Consulting Inspiring Change Organisations are not getting the return on their training investment they (or their people) deserve
  3. 3. Paul Arnold Consulting Inspiring Change 3 areas of focus to help improve the potency of training: 1 - Planning 2 - Learning 3 - Culture
  4. 4. Paul Arnold Consulting Inspiring Change 1 - Planning
  5. 5. Paul Arnold Consulting Inspiring Change Training is not just a personal growth plan It s a key strategic tool to help shift organisational behaviour
  6. 6. Paul Arnold Consulting Inspiring Change The training strategy needs to take into account a number of different inputs Corporate Objectives Client Assessments Personal Growth Plans Changing Environmental Needs
  7. 7. Paul Arnold Consulting Inspiring Change The key principles of strategic planning can also be applied to the training strategy CURRENT FUTURE What do they currently think? What do we want them to think? What do they currently feel? What do we want them to feel? What do they currently do? What do we want them to do?
  8. 8. Paul Arnold Consulting Inspiring Change Need focus Better to do a few things well…
  9. 9. Paul Arnold Consulting Inspiring Change Piecemeal training does not create impact or effect Training needs a more holistic approach to effectively drive sustained change in the organisation
  10. 10. Paul Arnold Consulting Inspiring Change Soft skills are as important as craft skills (if not more so) (70% of why change fails in organisations is due to the soft stuff )
  11. 11. Paul Arnold Consulting Inspiring Change Training should primarily be focused on driving excellence and not just on remedial action
  12. 12. Paul Arnold Consulting Inspiring Change Use your internal experts to train in skill sets
  13. 13. Paul Arnold Consulting Inspiring Change Training needs to cater for all the different learning types (and not everyone suits training courses) Activists (Feel) Pragmatists (Do) Reflectors (Evaluate) Theorists (Conceptualise) Honey & Mumford Learning Styles
  14. 14. Paul Arnold Consulting Inspiring Change 2 - Learning
  15. 15. Paul Arnold Consulting Inspiring Change We learn in three ways: -Modelling -Trial & Error -Feedback
  16. 16. Paul Arnold Consulting Inspiring Change The most important training happens on the job
  17. 17. Paul Arnold Consulting Inspiring Change Training is not really about installing skills It s about building a person s belief
  18. 18. Paul Arnold Consulting Inspiring Change Real change happens when we shift beliefs
  19. 19. Paul Arnold Consulting Inspiring Change Belief change (and hence behaviour change) only really happens after we emotionally experience something
  20. 20. Paul Arnold Consulting Inspiring Change Hence, we learn the most through experience, reflection and discussion Kolb s Learning Cycle Active Experimentation (Doing) Abstract Conceptualisation (Thinking) Reflective Observation (Watching) Concrete Experience (Feeling)
  21. 21. Paul Arnold Consulting Inspiring Change Do not train - facilitate
  22. 22. Paul Arnold Consulting Inspiring Change 3 - Culture
  23. 23. Paul Arnold Consulting Inspiring Change Training needs to fit the culture of the organisation
  24. 24. Paul Arnold Consulting Inspiring Change Behaviour change rarely happens with just a 2 day course It needs to be reinforced back into the workplace
  25. 25. Paul Arnold Consulting Inspiring Change The training should be future paced back into the organisation to help institutionalise it (e.g. via use of real-life situations in the workshop, KPI s, mnemonics etc)
  26. 26. Paul Arnold Consulting Inspiring Change Need top-down support for training Management need to lead by example (which legitimises the new behaviour)
  27. 27. Paul Arnold Consulting Inspiring Change In summary… Training is not just a nice to do It s a key factor for attracting, motivating and retaining talent (In an Ipsos Mori poll amongst the top 500 UK companies, Attracting, motivating and retaining the best employees was their number one priority)
  28. 28. Paul Arnold Consulting Inspiring Change I understand the art & science of communication, persuasion and how to inspire behaviour change: 25 years in advertising: -Saatchi & Saatchi and Grey -SVP, Global Account Director -Global Planning Director (GSK) MBA MSc in Change Master Practitioner in NLP & TA Trained coach paul_arnold@me.com 07768 775988 http://www.paularnoldconsulting.com www.linkedin.com/in/prgarnold https://twitter.com/Slooowdown
  29. 29. Paul Arnold Consulting Inspiring Change In Teams 2 In People 1 In Business 3 INSPIRING ACCELERATED PERFORMANCE …In People
  30. 30. Paul Arnold Consulting Inspiring Change 6 4 3 1 2 5Influencing and Negotiation skills Techniques & mindsets to open up creative thinking Accelerating Personal Performance How to give feedback that gets heard and acted on The power, magic & influence of storytelling Authentic Leadership/ Emotional Intelligence – The secret to success 7 Manager as coach 8 Building resilience Leading the creative process
  31. 31. Paul Arnold Consulting Inspiring Change 6 4 3 1 2 5 Accelerating Team Performance Inspiring organisational change Teambuilding /Repair How to get the best out of the agency/client relationship How to run multi-country agency project teams How to run integrated cross agency project teams Developing powerful NEW Agency/Client relationships for long term success
  32. 32. Paul Arnold Consulting Inspiring Change Workshop: Driving organic revenue from accounts 6 4 3 Applying Behavioural Economics to the building of brands 1 2 5 Accelerating Business Performance Planning in the digital age/ Planning for suits The MBA Book Club 6 week interactive marketing simulation course (with Jon Leach) Mini MBA: The fundamentals of business & marketing
  33. 33. Paul Arnold Consulting Inspiring Change

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