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If you hate cold calling, and even if you don't, you should start capitalizing on the work you’ve already done.
So often we don’t utilize one of the most persuasive selling components in our marketing materials—the words of our own clients. Many creative people have wonderful testimonials from clients, but never use them for fear that they are “bragging” or that it is “too self promotional.”
Well of course it’s self promotional! That’s what good marketing is!
When you are finished a project for a client, why not capture that moment in the client's own words to use for showing potential clients the value of your services? Testimonials are even more crucial for creative businesses because it is more difficult for the average person to set a value on most arts related items and services. Seeing others talk about the value of working with you will help them more readily understand the value of your work.
If your client doesn’t come running to you with a testimonial, then ask her for one. There is nothing wrong with that and most clients are honored you asked them.
The best testimonials are ones that show a measurable goal has been reached and uses language that your potential clients can identify with.
For example, here is a testimonial I received from a client who is an artist: “I just recently got back from a job I did up in Cape Cod worth over $11,000 and it is because I used the techniques I learned from you to turn a consultation into my biggest job ever.” —Amy Ketteran, Ketteran Studios
Here’s another example of a testimonial I received from a corporate client: “My improved confidence/speaking skills has helped my career as well as Verizon Connected Solutions since we are now working on developing partnerships/joint ventures with some large manufacturers and I am involved with seminars to promote these potential partnerships. Since I began working with Kirstin I’ve had several speaking opportunities and I can tell you her methods work. In fact, because of my work with Kirstin, I gave testimony in court that caused VCS to win a nearly $1 million lawsuit with customer who refused to pay. I can’t thank Kirstin enough!” —Ed Ruby, Director of Business Operations Verizon Connected Solutions
If you have testimonials, but they are not measurable, then they aren’t as persuasive as they need to be in order to sell a future client. To get measurable testimonials, all you have to do is ask for them. If you receive a testimonial from a client that isn’t measurable and doesn’t show a specific example of how that client has improved since working with you, then thank the client for the kind comments and ask him to narrow down the success to one or two specific items that are improved due to your work together.
You can respond with something like: “Thanks for your feedback. It’s wonderful to hear about your success. What specifically has improved during our work together? Were you able to measure the difference?”
The more measurable the testimonial, and the more the client speaks in his own words, the more persuasive it is to the potential client, and the easier it is to generate new business.
Review your client list and look back over recent projects. Ask your best clients for measurable testimonials. It’s a whole lot easier than making a cold call!
Kirstin Carey is the author of Starving Artist No More. Kirstin knows that most creative professionals hate sales, contracts and discussing money. She consults creative folks on the business side of creativity so they make more money, attract better clients, and love what they do. Get proven strategies and insider secrets to help creative types like you get the business help you need at www.MyCreativeBiz.com
Reprinted with Permission. Article Source: www.ArticleBiz.com
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We welcome Rick Rummler, partner at the Performance Design Lab (PDL), to TrendSpotters. Rick, rrummler@ThePDLab.com, and his colleagues specialize in process improvement, organizational redesign, and measurement and management system design. Along with Geary A. Rummler and Alan J. Ramias, Rick is the author of White Space Revisited—Creating Value Through Process, scheduled for publication by Jossey-Bass in November 2009. Rick plans to post the video of the special ISPI tribute to Geary Rummler from the 2009 annual conference on PDL’s website in the coming months. Rick contributes the PDL’s recently developed “Should” Enablers Chart to the TrendSpotters Open Toolkit (TOT).
Have you ever seen a change initiative encounter difficulties because one or more stakeholders were not included during the design phase? Sometimes organizations decide to limit involvement in the design of a change; or schedule and time zone differences make it difficult to include everyone. Frequently, a second “design” project comes to life after the design is completed and approved because the “missing” stakeholders raise issues that require changes to the original.
After many such experiences, the PDL team decided to address this process change challenge so that project teams would be encouraged to seek input from key stakeholders, such as HR and IT, early in the design process and avoid the often contentious and costly rework that can occur between approval and implementation.
The “Should” Enablers Chart is a feedback tool that helps a project team articulate the particulars of the change design in writing and structure a feedback discussion with those stakeholders who will develop, support, or operate the changes. The Chart helps designers discover if the change or an aspect of it may not be technically viable or cost or time feasible. The stakeholders then become valuable partners in finding alternative approaches.
The “Should” Enablers Chart captures design information to help stakeholders understand the intended changes. The project team builds the Chart to get feedback on their proposed design before it is completed. It contains highlights of the proposed change described in the first three columns:
In the next three columns, the Chart provides space for the project team and stakeholders to jointly assess the changes:
“Should” Enablers Chart
To keep it simple, this sample Chart shows change impacts for HR and IT. Yours could include other stakeholders particular to your project, such as legal or learning and development, with an additional column for each.
The project team owns the “Should” Enablers Chart. Complete the chart with a column for each stakeholder that historically sees change project designs after executive approval. The Chart will help you gather feedback on the design and provide a platform for discussion and negotiation with stakeholders who may present new information that impacts the project.
Change initiatives move horizontally across organizations. If yours is a structure of silo functions, you will be pleased to know that the “Should” Enablers Chart is a silo-jumper, allowing project teams to connect with stakeholders early in the process to assess the viability of a project design.
Awhile back, the PDL worked with a large multinational organization on its process change initiatives. This organization was accustomed to having project teams create designs for change initiatives. However, they seldom discussed the changes with the IT folks until after the design was complete and blessed by senior management. When IT finally got to see the design, they habitually created a second project to vet the design and make counter-proposals based on their reality of what could and could not be done. Establishing the use of the “Should” Enablers Chart was instrumental in merging these projects and design efforts while greatly improving overall project cycle time and working relationships.
Rick tells us that involving IT during the design phase initially made those folks uncomfortable because they were accustomed to seeing and judging finished designs. They were not expecting to be invited in so soon and the project team had to help them see the advantages of their early involvement. These included:
As many of us have experienced, it is often a scary proposition to present a proposed change to stakeholders. The “Should” Enablers Chart will help you organize critical information about your design so that you are, in effect, asking your stakeholders what is possible or not possible and why, while you are still actively designing. It is better to know and be right, rather than guess and be wrong. The Chart offers a way for you to talk and negotiate with your stakeholders, and keeps your project moving ahead.
The “Should” Enablers Chart supports these principles of performance technology:
R |
Focus on Results: Helps project teams and stakeholders create a design that will deliver the desired results |
S |
Take a System view: Encourages input from stakeholders across the organization |
V |
Add Value: Early involvement of stakeholders ensures critical information is used to build a viable project design |
P |
Establish Partnerships: Encourages new partnerships across involved functions |
The “Should” Enablers Chart works well with projects of any size. Try it out in your next change project. Identify the information to describe the proposed design to specific stakeholders and invite them to provide feedback well before you go after executive approvals.
We have all been part of projects that have gone bad or been permanently sidelined. While it is never good business practice to spend money and use resources unwisely, organizations are looking ever more closely at these practices. The “Should” Enablers Chart can help stop projects that are not viable, streamline the design process to save time and expense for those that are, and shorten the time from project initiation to implementation.
Find all the models and tools featured in TrendSpotters at www.ispi.org/publications/perfXpress.htm - trendToolkit.
You may contact Carol Haig at carolhaig@earthlink.net; and may contact Roger Addison at rogeraddison@earthlink.net. Roger blogs at http://rachekup.blogspot.com. You may also order their latest book, Performance Architecture-The Art and Science of Improving Organizations. This book may be ordered from the ISPI Bookstore at www.ispi.org. ISPI Members receive a 15% discount.
On Thursday, June 18, the ISPI Michigan Chapter held a free community outreach workshop for local nonprofits. “Our Michigan Chapter created this event as a win-win for local nonprofits and for our members—exposing those organizations to powerful tools for addressing workplace performance issues and allowing our members the chance to practice their craft and spread the word about HPT,” stated Bonnie Beresford, ISPI Michigan Chapter president.
The purpose of the workshop was to provide organizations with tools and techniques to help run their organizations more efficiently and effectively, offer individual coaching sessions with experts in the field regarding situations unique to their organization, and provide free resources available to nonprofits. “Once we realized the potential this event could have, we quickly decided to make it a pilot program for our chapter. We are delighted to say this event was a huge success and we can now share it with other chapters,” said Patti Radakovich, ISPI Michigan Chapter Community Outreach chair.
The workshop started with a short resources expo and a continental breakfast. Only companies who provided pro bono resources to nonprofits were invited to attend.
The educational portion of the workshop consisted of three modules: Sphere of Influence, Business Goals and Metrics, and The Six Boxes® (used with permission from Carl Binder).
At the event, there were six nonprofits, seven expo vendors, and almost 30 volunteers from the Chapter. The feedback from all parties who attended this event has been remarkable.
One of the vendors, Scott Hankins from Merrill Lynch (who provides free financial seminars to nonprofits), commented that the timing of the expo allowed him to meet everyone and still work a full day, which is different than most expos.
One of the workshop attendees, Brock Varner, human resources manager from the National Kidney Foundation of Michigan, stated, “I was a little doubtful that a free workshop would be beneficial. I was wrong with my theory about free in this instance. This program is invaluable and my instincts tell me that the ISPI Michigan Chapter is a resource that will benefit my organization. I definitely would recommend this event to other nonprofits because of the resources and networking opportunities.”
Another workshop attendee, Jim Jacobs, chairman of Stepping Stones Therapeutic Riding, Inc., was similarly enthusiastic. “Like most not-for-profit organizations, we are continuing to reinvent ourselves and struggle to find the experience and depth of knowledge to assist in this process that was offered at your event. It was organized, educational, and offered tools that we can use not only to solve our program’s concerns, but others that life throws our way as well. The event was run professionally, timely, and offered what I feel is a great benefit for nonprofit programs at any stage of development, from upstart to established.”
The ISPI Michigan Chapter Chapter volunteers had a lot to say as well. They not only felt they had given back to the community, but that they had gained much from the experience in return. Here are a few of the comments from the volunteers:
“The event exceeded my expectations as I was not only a contributor, I became a receiver, too. Giving and receiving actually became one. How cool was that?”—Millie Sunday Jett
“The most beneficial part of the event was the feeling of coming together as a society (community of practice) in service to the greater local community.”—Claudia Ashcraft
“I came away with renewed confidence in myself as a viable HPT consultant.”—Paul Flynn
“I am proud to be part of such a talented, dedicated, and caring organization such as ISPI Michigan. Our collective members have the expertise and talent to improve performance for any organization. It is very satisfying to donate our time and services to local nonprofits and to meet those who have dedicated their lives to helping others.”—Jody Mitchell
The workshop could not have been possible without the wonderful Community Outreach Committee who helped put the event together. Lisa Zafarana and Kathleen Clarke, helped with nonprofit recruitment and coordination at the event. Russ Manthy and Patti designed and delivered the educational content; Jennifer Eichenberg assisted in workshop delivery. Patti was also responsible for the overall workshop design. These volunteers truly made the process go smoothly so that the volunteers could do their jobs.
Patti summed up the event, “ISPI Michigan is delighted that this one event has been able to touch so many lives and has made a difference to these nonprofits and in our community. These organizations are dedicated to improving the lives of others in our community and we wanted to do our part and give back to help them achieve their missions. We look forward to making this workshop our annual Community Outreach event.”
Patricia S. Radakovich, CPT, CPLP, is the owner of SHARK Consulting Group, a performance consultancy in Trenton, Michigan. She has an MA in performance improvement and instructional design, an MBA, a BA in anthropology/archaeology, and a BBA. She is currently the Community Outreach chair for ISPI Michigan and is working on her PhD in performance improvement at Wayne State University. Her professional interests include work culture and employee morale. You may reach her at radakovp@umich.edu. Russ Manthy, MBA, is the director of Learning at Monrovia, an ornamental horticultural firm in Azusa, California. He has over 30 years of continuous experience in the fields of training, consulting, and performance improvement. You may reach him at rmanthy@monrovia.com.
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It is time once again for you, the ISPI membership, to determine the future direction of ISPI by nominating those members who you feel have the qualifications, experiences, and vision to lead our Society. Up for nominations this year are the President-elect (3-year term, President-elect, President, and Immediate Past President), two Directors (2-year terms), and one Internationally-based Director (2-year term). They will join the President, two continuing Board members, the non-voting Immediate Past President and Executive Director who make up the nine-member Board. The duties of the Board are to manage the affairs of ISPI and determine the strategic direction and policy of the Society.
President-elect
The President-elect assumes the presidency of ISPI for a one-year term
at the conclusion of his or her one-year term as President-elect. The
President-elect’s efforts are directed to assuming the Presidency, and
assignments are designed to prepare for that transition. The President-elect
serves to provide continuity of programs, goals, objectives, and strategic
direction in keeping with policy established by the Board of Directors.
Presidents serve on the Board for one year after their term as the Immediate
Past President.
Director
Each Director on the Board serves a two-year term and is a leader in
motivating support for established policy. He or she serves to develop new
policy to obtain support for ISPI’s programs. A Director should
provide an objective point of view in open discussion on issues affecting the
membership and profession. He or she should thoroughly analyze each problem
considered, vote responsibly, and then support those actions adopted by
majority vote.
Individually, each member of the Board is considered a spokesperson for ISPI and represents the integrity, dedication, and loyalty to established policy. The deadline for nominations is September 11, 2009. If you would like to nominate a member, please send the following information to nomination@ispi.org:
If you are interested in additional information on the nominations process, or the complete job descriptions and qualifications required, click here.
Each year, ISPI presents three special honorary awards that recognize outstanding individuals and organizations for their significant contributions to Human Performance Technology and to the Society itself. The awards are the Thomas F. Gilbert Distinguished Professional Achievement Award, the Distinguished Service Award, and the Honorary Life Member Award. As done in the past, the membership is asked to submit names of qualified individuals for consideration for the Thomas F. Gilbert Distinguished Professional Achievement Award and Distinguished Service Award. If you are interested in nominating an ISPI member, please email the following information to april@ispi.org:
This year’s recipients were Honorary Life Member: Carl Binder, CPT, PhD, Thomas F. Gilbert Distinguished Professional Achievement Award: Judy Hale, CPT, PhD, and the Distinguished Service Award: Karen Medsker, PhD. The deadline to receive nominations is October 23, 2009. For more detailed information on the guidelines used for selecting individuals to receive these awards, click here.
ISPI’s Awards of Excellence program is designed to showcase the people, products, innovations, and organizations that represent excellence in the field of instructional and human performance technology. Help give your organization the recognition it deserves and join the ranks of past recipients: US Coast Guard, IBM, DIRECTV, Hyundai Motor America, Imperial Oil, CISCO, The Home Depot, ExxonMobil, PG&E, Discover Financial Services, and Xerox to name a few. Submissions must be received by October 2, 2009. For more details, click here.
Like everyone these days, you are probably looking for some sound investments in today’s economy. If so, you should consider investing some time in putting together a submission for an ISPI Award of Excellence(AOE). Have you achieved great performance, had excellent results, or made cost-saving improvements during this past year despite the challenges of the current economy? Now is the time to invest your time to increase the visibility and credibility of your human performance technology (HPT) efforts and let ISPI help recognize your accomplishments via the ISPI Awards of Excellence program. The ISPI AOE Program is designed to showcase the people, products, innovations, and organizations that represent excellence in the field of instructional or human performance technology. ISPI’s recognition process is designed to both recognize the great works of its members and to share those ideas with the membership as “Best Practices” and “Lessons Learned,” which increase ISPI’s relevance and its role as the “professional home of HPT.”
When I was requested to write a brief article on the ISPI Awards program, I researched the awards criteria for the Awards of Excellence and was pleased to discover the ISPI awards are not based on popularity or favoritism. The AOE program is based on a criterion-referenced process where every submission that meets the criteria will earn an award! This makes the process well worth the time spent on developing a submission. There are no winners or losers in the process; submissions either qualify or they do not. This allows ISPI to have an effective recognition program where awards can be frequently given, based on specific goals, and in a timely manner.
The AOE process is not complex; if you follow the instructions, answer the questions, and document how you have met the standards—your chances are high! Doesn’t that sound easy? Well, ISPI even makes the submission process easier, by going the extra mile, and offering mentoring to first-timers working on their awards submissions. Past award winners are highly encouraged to serve as mentors for first-timers working on an award submission. Contact ISPI if you are interested in being connected with a mentor.
So how do you begin? This link takes you to ISPI’s Award of Excellence submission information. In addition, below are a few more tips gathered from past Award of Excellence Committee chairs and Board liaisons that will help you meet the standards and submit concise and complete awards packages:
Finally, please enjoy this opportunity to make a sound investment, despite our economy!
Welcome to ISPI’s Member Spotlight! This column focuses on our members—some you may know, some you may not. Each month, we will explore what brought them to ISPI, how they use the principles of human performance technology (HPT), and their insights into the value of membership. This month our interview is with Richard Pearlstein, long time member and new editor of ISPI’s Performance Improvement Quarterly.
John Chen: How long have you been a member of ISPI?
Rich Pearlstein: I’ve been a member on and off for more than 30 years. Mostly on: Probably at least 25 years total.
How did you get into human performance technology (HPT)?
In graduate school, I started out in experimental psychology, verbal learning specifically. Then, with the arrival of my first child, I thought I’d better take up the psychology of the wealthy, which turned out to be organizational psychology. My very first consulting job was working with Applied Science Associates in 1972 to help develop the U.S. Air Force’s Instructional Systems Development (ISD) Guide. So, I guess you could say that, like many of us, I came in through ISD.
How would you explain HPT to someone unfamiliar with the term or concept?
I’d say something like “it’s our fancy way of saying ’performance improvement.’” In other words, we work to improve organizational outcomes by using systematic, replicable methods to improve human performance. We draw our methods from research in behavioral, social, and engineering sciences. If I were really keeping it simple, I’d stop after the first sentence.
Have there been any situations in your non-corporate, non-business life where you have consciously used HPT tools?
Good question, John! I think I follow HPT values in much of my everyday behavior. I try to make decisions based on research findings. I think of life situations as being a part of larger systems. I try to add value in my interactions with others, including my wife, children, friends and colleagues. I also really enjoy working collaboratively. In addition to HPT values, I try to engineer outcomes in my life by arranging contingencies in my environment that will reward my better behaviors. Oh, and I even make job aids for my vacations, believe it or not.
What do you think sets ISPI apart from other organizations? What keeps you in the Society?
I like ISPI’s mission: Recognizing and developing our membership’s proficiency, and advocating for HPT. Unlike some competing organizations, we do have a specific advocacy, one that I find worthy. But what really keeps me in ISPI is the people, both the wonderful core membership-the people who keep coming back year after year-and the newcomers who are attracted by the notion that helping organizations can be based on systematic application of scientific method.
What are your goals for the journal? What direction will you take PIQ?
I’d like to maintain the past editors’ goals. Karen Medsker and Michael Cassidy worked hard to make the journal useful, rigorous, and accessible. In addition, I want PIQ to become the journal of choice for professionals seeking to apply research-based methods in their organizational improvement work.
How do you think PIQ can be improved?
I’d like to see PIQ address topics of wider interest and applicability in the field. I’d like to see it address issues such as “Why performance improvement is a hard-sell,” and “What interventions does research suggest are most powerful at achieving useful change for minimal cost?” I’d like to see informed opinion pieces by noted professionals. For example, Don Tosti recently suggested discussion of controversial issues such as, “Why change management doesn’t work very well” and, “Are response inferred constructs such as ’emotional intelligence’ ok to use?”
How do you judge good writing?
Good writing is clear, concise, and to the point. You should not have to go over a paragraph several times to try to figure out what it means. Good writing is also informative and interesting. It tells you something you didn’t already know, makes you glad you read about it, and leaves you wanting to read more.
What do you see as PIQ’s biggest current challenges?
The biggest challenge is keeping any journal relevant in a world where instantly available social interaction on any topic you can dream of is just a mouse click away. I want to capitalize on PIQ’s strengths as a print medium-an outstanding pool of experienced contributors, both academics and practitioners, a peer review process, and careful editing-to compete with the instant gratification of the Web. I also think we can create a Web-based adjunct to PIQ, where readers can interact with authors in discussing their articles.
Finally, an off-the-wall question: Have you seen any TV shows that might interest HPT practitioners?
Funny you should ask that, John. Lie to Me, a show that started last season and will continue this Fall, is interesting from an HPT perspective. It’s basically a mystery series that dramatizes the work of psychologist Paul Ekman, the person who popularized research on micro expressions. What’s good about the series is that it actually teaches viewers how to be more aware of facial expressions, tone, and body language in everyday life. Adding to the fun, it intersperses clips of celebrities speaking dishonestly to illustrate some points. The show is a good example of translating research to action.
Every year, organizations spend millions in training and development. The most common question asked is “How can I ensure my people practice what they had learned.” In order words, how I can get back the return on investment in (ROI). This article is written to answer this question. The seven reasons why training is not effective clearly shows why the investment for training does not bare fruits. It also shows you how to avoid these mistakes when trying to implement training & development in your organization. With each reason, comes with three preventive actions which can be used as a checklist before you execute any training. Finally, this article is written with the hope that either organization or individual can fully utilize the training budget to get the desired results without complaining that training is a waste of money.
“People rarely are held responsible for using what they learned in a course or workshop when they get back to the workplace.”
What you can do about it: 1. Give people a clear message before participating in training what the expectations of them will be when they return. 2. Plan some time with the participant both before and after the training session. 3. Let participants know before they attend that an action plan is expected as a result of the training session. (Then be interested in the outcome.)
“Often training has no connection to the strategic objectives of the organization, not supported in the organization—or given the time to work.”
What you can do about it: 1. Make training decisions based on strategic direction and real performance gaps. Once those training priorities have been set, stick to them. 2. Resolve to give the training time and support to work. 3. Gain top management commitment & buy in. If possible organize a pilot with the top management
“The piling on the work paradigm.” People may resent having to be in the training because they don’t understand why they’re there, and they know they’ll have to work harder when they get back to the job to catch up.
What you can do about it: 1. Make a commitment to get a return on that training investment. 2. Resolve to give the training time and support to work. 3. Set up a plan to handle the work while the participant is learning. This action speaks volumes about the importance of the training.
“Old habits are hard to break! Habits are especially hard to break when there is no support for the new skills and behaviors back in the workplace.”
What you can do about it: 1. Give people a clear message before participating in training what the expectations of them will be when they return. 2. Let them know before they attend, that an action plan is expected as a result of the training session. (Then be interested in the outcome.) 3. Ask them how you can help them reach their new performance goals. All of these actions will make accountability clear.
“One size fit all syndromes; management doesn’t really know who needs the new skills and knowledge.” What you can do about it: 1. Base training and participation decisions on skills needed to be effective in the workplace. 2. Conduct training needs analysis for the whole organization. 3. Segregate training by department or divisions.
“The lone ranger situation. No one they work with has the same new skills and knowledge that they do. Without support, as a Lone Ranger, the new ideas they bring back may not get implemented due to peer resistance or ignorance.”
What you can do about it: 1. Give an entire work group training in new information and skills at the same time. (Whenever possible and appropriate.) 2. Build training that is linked to the problems at work as well. 3. Use real work in the training when possible.
“Training time is compacted in the name of practicality or efficiency. Trainers are asked to complete the training in shorter and shorter time blocks.”
What you can do about it: 1. Give the trainers some muscle—let them be strong advocates for training that is skill based, and not just meant to fill the ever-shortening time slot. 2. Determine clear performance outcomes for the effort up front 3. Support continuous improvement. Organize training based on series of training program.
Hilson Yeap Chee Heng is a professional training advisor and planner in Malaysia. To discover how he can help to bring your business get to the next level, please visit www.thelearnov8.com.
Reprinted with persmission. Article source: www.ArticleBiz.com
What’s the can’t-miss professional development opportunity taking place September 24-25, 2009, in St. Louis, Missouri? Who’s the “Who’s Who” among the performance improvement field headlining this event? Here’s everything you’ll get from ISPI’s Fall Conference and our presenters for just $799 (ISPI member rate) if you register by August 14.
In addition to this spectacular program, ISPI is offering (for an additional fee) one two-day workshop, The E-Learning Design Workshop: Results Focused, Paul Swan, PhD, Darryl L Sink & Associates Inc.; two one-day workshops Managing Mentoring Processes for Measured Results, Margo Murray, CPT, MBA, MMHA The Managers’ Mentors, Inc. and Constructing Level 2 Evaluation and Certification Systems: Technical and Legal Guidelines, William Coscarelli, Shrock and Coscarelli, and Sharon Shrock, Southern Illinois University; and our three-day Principles & Practices Institute.
For more information, visit www.ispi.org/fall. We look forward to welcoming you to St. Louis!
Cracker Barrels are a long-standing tradition at ISPI conferences. For 2010 we’ve doubled the fun by adding a second Cracker Barrel session. Both sessions will feature presenters running simultaneous table discussions. Cracker Barrel sessions are fun, fast-paced events to introduce attendees to several topics in quick vignettes.
Each host will deliver three 20-minute presentations to an average of 5-15 participants per table. As customary between presentations, attendees will enjoy light refreshments and a 10-minute break before selecting their next topic.
Have you thought about being a barrel presenter? If so, the following suggestions are based on recommendations collected from previous presenters and participants. These suggestions will provide you with useful ideas on how to prepare for a presenter session.
Consider your topic and presentation strategy. Remember, you will have 20 minutes per session with five to fifteen people of varying personalities and capabilities interacting in a highly informal setting. Consideration should also be given to your personal style and the environmental constraints.
A one-page handout works best. If you expect participants to use the handout during the session, keep the handouts simple and to the point.
What will you say and do when the starting bell goes off? Choose an opening with which you are most comfortable.
Set the stage for a successful session by introducing yourself and your topic.
Briefly describe how you’ll conduct the session: What is your role? What are the participant’s roles? How should they act to make the session most effective or enjoyable?
Barrel sessions can be challenging to run because of the short timeline and the social atmosphere. But remember that your participants are at your table voluntarily and therefore have more than a casual interest in your topic.They will probably be cooperative and follow your lead.
Don’t forget to keep track of the time so that you allow for a brief closing statement just before the closing bell rings.
AstraZeneca is engaged in the research, development, manufacturing and marketing of meaningful prescription medicines and in the supply of healthcare services. AstraZeneca is one of the world’s leading pharmaceutical companies with global healthcare sales of $ 31.6 billion and is a leader in gastrointestinal, cardiovascular, neuroscience, respiratory, oncology and infectious disease medicines. In the United States, AstraZeneca is a $13.5 billion dollar healthcare business.
AED is a nonprofit organization working globally to improve education, health, civil society and economic development—the foundation of thriving societies. In collaboration with local and national partners, AED fosters sustainable results through practical, comprehensive approaches to social and economic challenges. AED implements more than 250 programs serving people in all 50 U.S. states and more than 150 counries.
ISPI Europe/EMEA has a track record and tradition of exciting, innovative conferences that consistently encourage and achieve a very high level of participation by attendees and presenters alike. This year, November 5-7, 2009, in Galway, Ireland, a new simulation will be introduced, that will serve as the core and organizing element for the conference. Anyone wishing to get some insight into the simulation process and the real-life case on which it was built can find a description on the ISPI EMEA blog at http://ispi-europe.blogspot.com/ (or www.ispi.org).
At ISPI Europe/EMEA, we believe that a conference is more than its programs and presenters. Our conference attendees are every bit as much a part of the total learning experience, as our fabulous presenters. We have always sought participants who understand the value of sharing their great questions and unique insights. Of course, the use of a large-scale simulation, based on a real performance improvement project in the public sector, is another way that we ensure that all presenters and participants become integral to what is invariably an exceptional learning and sharing opportunity. So, even if you have not submitted a proposal to present, you can contribute your unique perspective!
We will welcome a compelling keynote speaker to the Galway conference. Dee Carri, of Torque Management in Ireland, is a strategic partner (for Europe) with BPTrends.com, an internet portal with 20,000 members (and growing), focused on business process management. Several well-known and revered ISPI gurus have contributed to BPTrends in the years since it was launched, notably Geary Rummler. We invite you to go to www.BPTrends.com to learn more.
As an accomplished professional, with a long track record of supporting organizations in realizing large-scale performance improvements, Dee will present her perspective on conducting a comprehensive, customer-focused performance improvement project with measurable and sustainable results.
Important to Dee’s perspective is the influence of her impressive background. She is a technology sector veteran with over 20 years’ experience in vendor, user, and consulting organizations and as a subject matter expert in IT compliance for regulated sectors. Yet, her approach to performance improvement and management specifically recognizes the value of working with clients to define strategic, organization-level, and marketplace-focused success goals and measures. Her approach, likewise, addresses the analysis, gap and/or opportunity specification, improvement planning, and improvement action implementation, beginning at the mega and strategic level, all the way down to, and including, performers.
Dee’s clients value her practical and actionable recommendations. Client satisfaction and loyalty is a key differentiator for her consulting practice. No waffle, no hype, just solid advice and proven methodologies. Too many performance improvement and business process management professionals provide unclear or highly impractical methodologies that cannot be transferred to the workplace. This leaves clients disillusioned and projects abandoned or stalled, with few, if any, results, but substantial related project costs. According to Dee: “We expect our trainees/clients to hit the ground running and to immediately apply new learning in their workplace—and they do!”
Check PerformanceXpress next month to learn more about the conference, centering on the simulation and the agenda, including a list of session topics. We invite you to go to our blog for information on the conference and our upcoming special issue of the Performance Improvement Journal, as well as general information about ISPI Europe/EMEA, and to add your own questions, comments, and insights!
Carol M. Panza: CMP@orgmap.com
Arnoud Vermei: info@webperformance.info
Grainne Fielding: grainne.fielding@sap.com
Adolf Theron: atheron@crcn.co.za
Paula Campos: paula.campos@wechange.pt
Juan Pablo Ortiz: juanpablo.ortiz@yesp.se
Belia Nel: belia@lol.co.za
Tales from the Field, a monthly column, consists of reports of evidence-based performance improvement practice and advice, presented by graduate students, alumni, and faculty of Boise State University’s Instructional and Performance Technology department.
Girls on the Run® International (GOTR-I) is a nonprofit prevention program operating in the United States and Canada that encourages preteen girls (between the ages of 8 to 12 years) to develop self-respect and healthy lifestyles through running (Girls on the Run International, 2008). The 12-week experiential wellness program combines training for a 5K event with self-esteem enhancing lessons twice weekly. Local programs apply for a franchise license to operate under established national guidelines. Part of the franchised agreement includes the use of curriculum developed by the program founder, Molly Barker. The Northern Michigan chapter successfully applied for licensure and has been operating since 2002.
A team of Boise State University’s graduate students conducted an evaluation to assess the overall effectiveness of the Northern Michigan chapter (GOTR-NM). Together, with stakeholders, the evaluation team crafted the following questions to drive evaluation efforts:
Using Scriven’s evaluation framework (Davidson, 2005), the evaluation team, working with stakeholders, helped identify four key dimensional criteria and weighted the evaluation dimensions in terms of the relative importance, as shown in Table 1.
| Dimensions | Importance |
| 1. Improved participant self-esteem | Extremely important |
| 2. Quality of the curriculum | Extremely important |
| 3. Accessibility of the program | Very important |
| 4. Quality of the role model | Important |
Table 1. Evaluation Dimensions and Importance Weighting.
Self-esteem was identified as the strongest indicator of program success. To support the self-esteem improvement, the validated curriculum must be achievement-based and implemented as designed. For this reason, both the self-esteem and curriculum dimensions were rated “extremely important.”
Accessibility determines whether or not participants are able to participate in the program. Once they are participating, barriers might still prevent them from experiencing full program benefits. This is the reason accessibility was deemed “very important.” Finally, the quality of any character-based mentoring program is dependent upon the adult leaders. These volunteer mentor coaches must be carefully selected, trained, and supported to effectively carry out their roles. The role-model dimension was rated “important” to the effective execution of the GOTR program.
The team evaluated the quality of each dimension of the program and synthesized the results to make judgment on the overall quality of the program. The team conducted surveys with coach mentors and program coordinators, interviewed the participants’ parents, and reviewed the data obtained from pre- and post-surveys administered to the participants during the program in 2007.
Overall, the evaluation team found GOTR-NM to be effective at increasing participant self-esteem. The cumulative evaluation rating of “good” was assigned because:
From a cost standpoint, the program’s return on investment is considered to be more beneficial than available alternatives. Unlike most after-school extracurricular activities, the GOTR curriculum is designed to produce higher self-esteem. The reduction of at-risk behaviors—such as drug use, delinquency, and teenage pregnancy—that are targeted program by-products is considered beneficial to individuals and the community.
Many funding sources require robust and accurate metrics to demonstrate the effectiveness of requesting programs. For that reason, the team made strong recommendations in regards to data collection:
The team also provided the program with recommendations in the following categories:
Davidson, E. J. (2005). Evaluation methodology basics: The nuts and bolts of sound evaluation. Thousand Oaks, CA: Sage.
DeBate, R. G. (2002). Evaluation report for girls on the run international.Retrieved October 14, 2008, from www.girlsontherun.org
Girls on the Run International. (2008). Homepage. Retrieved September 8, 2008, from www.girlsontherun.org
Savin-Williams, R., & Jaquish, G. (1981, September). The assessment of adolescent self-esteem: A Comparison of methods. Journal of Personality, 49(3), 324.
All authors are current master of science degree candidates or recent graduates of Boise State University’s Instructional and Performance Technology program. Lori Johnecheck facilitates communication, team-building, and writing seminars. She also works on a contractual basis as an instructional designer. Lori may be reached at LoriJohnecheck@u.BoiseState.edu. Dale Baker is a contractual technical trainer and instructional designer in the oil and gas industry. Dale may be reached at trainingprof@aim.com. Johnilee Bellatorre is a Boise State IPT master’s candidate and the executive director of Evergreen Supported Living, a nonprofit organization in Bellingham, Washington. She may be reached at jleewhiteside@gmail.com.
This month’s article continues to feature CPTs who are actively supporting and revitalizing chapters and developing the skills of local members—Dan Roberts, New Mexico Chapter and Fred Stewart, CPT, Hampton Roads Virginia Chapter.
New Mexico Chapter, from left to right: Stacey Rafter, Charline Wells, CPT,
Fred Wells, CPT,
Dan Roberts, Shelby Green.
Dan Roberts, with the help of his chapter leadership team, Stacy Rafter, Shelby Green, and Char Wells, hosted a program on the “Politics of Performance.” The program was attended by nine past chapter presidents along with representatives from the National Coaching Federation and the Project Management Institute. The New Mexico Chapter, in the past, has been a frequent ISPI Chapter award winner, including the Chapter of Merit award, for its programs, chapter management, annual workshops, and chapter communications. However, like other chapters it has been struggling due to volunteer and leadership burnout. To attract younger members as well as keep the very experienced members engaged, Char Wells, as the VP of Programs, has found professional, knowledgeable speakers for the chapter’s monthly Tuesday night sessions, a step toward revitalizing the chapter. For example, they went back to the basics of good chapter leadership such as scheduling programs at a consistent day, time, and location; offering monetary incentives for joining the chapter (free meetings); and offering innovative relevant programs like the one by Evelyn Eubank on how to engage employees.
Hampton Roads Virginia Chapter, from left to right:
Front row: Marcia Gibson (HRISPI VP), Shalaine Billups,
Mary Lou Andrews,
Nancy Giere, and Vince Araujo
Second row: Fred Stewart (HRISPI P), Debra Haney, David Hartt
(ISPI Director) and Michael Ladolcetta
Third row: Kirk Barley and Nena Barley
The Hampton Roads Chapter of ISPI was formed in March 2009. Its mission is to develop and promote the awareness and application of human performance technology (HPT) in the Hampton Roads area. Its objectives are:
The chapter has cause to celebrate—its membership is growing. It attributes its success by being focused on “value added” to the membership by providing great content and a community of practice to the local Tidewater Area. One goal is to end 2009 with 50 members, and though modest by some local chapter standards, it is striving to finish the year above that number. Noteworthy presentations this year were given by:
One of the most rewarding aspects of the Hampton Roads Chapter is seeing how local chapter members strive to bring the best possible venues to our membership. Several key people are worth mentioning: Marcia Gibson, VP; James Marken, Treasurer (James has been a keen ally in helping the chapter stay connected to Old Dominion University), Bill Piersol, strongest champion and leader of the unofficial Tidewater Local Chapter; Vincent Araujo, CPT, and an HPT voice of reason; and Sherrall Fonner, futurist and facilitator extraordinaire. Dave Boisselle from Regent University is a staunch supporter of other fraternal associations such as ASTD, SHRM, and ISPI through a fall workshop in Colonial Williamsburg. Dave Moniz from VSD is a great champion of corporate performance improvement initiatives and keeps the chapter leadership tuned to the business world. Debra Haney is the chapter’s tie back to the United States Navy, and has brought much needed rigor into the training arm of the fleet. Mark Biteler of Aubrey Daniels International (ADI) has been our ears and eyes into the Richmond local chapter of ASTD. Finally, the Hampton Roads Chapter will also be represented at the USCG 2009 Annual HPT Workshop at Colonial Williamsburg this coming September with the intent to present on HPT topics, advertise our local chapter, and seek new members.
Over the course of the past 18 months the chapter engaged in significant strategic planning. This activity enabled it to indentify the key membership base, to determine appropriate fee structures, and reach out to potential presenters ahead enough to enable it to advertise events on its website http://hrispi.org. The chapter’s ties to academia are getting stronger every year and it expects to solidify that partnership through the coming years. The chapter has also been blessed by a corporate sponsorship, which enabled it to capture a web domain and launch its website. VSD LLC is their local chapter sponsor (HRISPI) and a Patron member of ISPI. The chapter also wants to recognize others who have freely given along the way, including ISPI’s Board of Directors (Paul Cook and CDR. Dave Hartt) and ISPI’s Executive Director (April Davis).
Contact Judy at judy@ispi.org.
We are inviting you to submit a proposal to present a session during THE Performance Improvement Conference, April 19-22, 2010, in San Francisco, California. You can present in one of the following: an educational session, a Cracker Barrel or a workshop. If you haven’t presented before, Cracker Barrels provide a great way for you to try your hand at conference presenting. The sessions are designed to be fun, fast-paced 20-minute events in where you can showcase something that you have developed or if you are a student you can present an aspect of research you are doing. A variety of formats are available for the presenter to select from.
Your submitted proposals for education sessions and workshops will be categorized according to a range of current and emerging issues shaping the field of human performance technology. We are organizing presentations into seven tracks including analysis, measurement and evaluation, instructional interventions, organizational design interventions, process or tool interventions, the business of HPT, and research to practice.
Share your expertise and bring recognition to yourself and your organization as well as further the discipline of human performance technology (HPT).
We want to hear from you. We encourage you to submit a proposal if you have a story to tell about applying HPT solutions to meet challenges created by external environmental forces. For example, if you have used an HPT solution to:
Download the Invitation to Present and decide what to share with your colleagues in San Francisco, then, complete your proposal, and submit it to ISPI by August 28, 2009 for educational sessions or Cracker Barrels. If you have any questions about the proposal process or the conference, contact ISPI for assistance at 301.587.8570, or by email at conference@ispi.org.
The key to a successful conference is the quality of the sessions offered! It all starts with the proposals submitted by professionals like you.
How would you like to have all of ISPI’s SkillCast webinars right at your fingertips to listen and learn as often as you’d like? School may be out for the kids, but you can continue your learning with the ISPI SkillCast Summer Learning Series. In just 15, one-hour segments, you’ll experience the best in Measurement and Evaluation, Organizational Design Interventions, The Business of HPT, Analysis, Instructional Interventions, and Process and Tools.
SAVE $300 when you purchase the Summer Learning Series! For only $235 you can learn about tools, techniques, strategies, and best practices from the leading experts in the field. Only ISPI offers this exclusive, comprehensive webinar package featuring the most distinguished thought leaders covering such an expansive array of topics. Don’t miss out on this extraordinary value. Click here to purchase today!
Now is a great time to join. When you purchase the Summer Learning Series for just $400 (a savings of $635) you'll receive a COMPLIMENTARY one-year membership to ISPI. You'll be able to take advantage of all the great benefits of membership including Performance Improvement, discounts on ISPI conferences, discounts on affinity programs, unlimited networking opportunities, and much more. Click here to purchase, and join today!
| Presenter | Session Title |
| Jim Hill | Giving Away Power |
| Margo Murray | Measuring Mentoring Results |
| Ruth Clark | Building Expertise Through Problem-based Learning |
| Diane Gayeski | Connecting with Tomorrow's Workforce— Performance Strategies and Technologies for a Global, Mobile, Intergenerational Workforce |
| Ken Silber | Seeing Organizations Through Business Glasses: Understanding Them the Way Your Clients Do |
| Marty Rosenheck | Accelerating Speed to Proficiency with Cognitive Learning Strategies |
| Thiagi | Increasing Interactivity in Webcasts |
| Darryl Sink | SuperFrames: Combining Job Aids and Performance Based Activities to Increase Transfer |
| Don Tosti | Innovation: Strategies and Practices |
| Howard Rohm | Using The Balanced Scorecard as Your HPT Framework |
| Calhoun Wick | How to Turn Learning into Improved Workplace Performance |
| Paul Elliott | Accelerating Top-line Sales Performance |
| W. Thalheimer/A. Laures | Is Your Learning Organization Healthy? |
| Scott Colehour | Perfect Practice Makes Perfect Performance! |
| Lynne Waymon | Building Credibility: 10 Ways to Cultivate and Capitalize on Your Network in Tough Times |
ISPI has partnered with author Mark Salisbury and John Wiley & Sons to bring you a new book, iLearning: How to Create an Innovative Learning Organization. According to Salisbury, most organizations do not know what they know when it comes to improving their performance. The traditional way of sending workers “away” to a training session to learn what they need to know does not help organizations build on what they know. Even having workers “go away” to a distance education course that is launched from their workstation takes them too far away from the learning that is needed for their immediate work. It is becoming apparent that learning must be part of work-and that it must take place in collaboration with others as teams solve problems together. iLearning is a means for organizations to facilitate this innovative learning in a purposeful manner. Once instituted, iLearning becomes an organizational strategy for innovation.
To celebrate the arrival of iLearning, five iTouch iPods—one for each of the five parts of iLearning—will be given to lucky subscribers of the iLearning U newsletter!
First Winner—Ildiko Oravecz of Albuquerque, New Mexico, USA!
Second Winner—Carol Duffy of Toronto, Ontario, Canada
You may be next! Sign up now to win one of five new iPod Touches and celebrate with Salisbury and ISPI the arrival of iLearning. To do so, visit: www.ilearningu.com/newsletter.aspx. ISPI members receive a 15% discount on this publication through our online bookstore:
Mark Salisbury has an extensive academic background in economics, computer and information science, and education. Professional experience includes working for a large aerospace company and successfully founding and running a high-tech startup company. He is currently an associate professor at the University of New Mexico where he teaches courses and conducts research in the way organizations create, preserve, and distribute their knowledge. As a result of this vast experience, he is a leading expert on preparing individuals, groups, and organizations for success in the new knowledge economy.
The goal of ISPI’s Video Podcast Contest, spearheaded by Guy Wallace, is to showcase the diversity of human performance technology (HPT) situations and applications and practitioners. The dual focus this year is on HPT elevator speeches and everyone’s current or next focus for learning more about the diversity of human performance technology.
This year’s five-point script is:
You can interview your subject—or have your subject speak directly into the camera.
Joe Harless has again agreed to be one of the first for this year’s efforts!
The Board of Directors will vote for the one winning podcast that meets the goals and rules of the contest. Up to two prizes will be awarded to the “best” submission’s subject and video producer—if they are different people. The prize is either a free annual ISPI membership or a copy of the Handbook of Human Performance Technology.
Our 2008 HPT Podcast Contest winners include Margo Murray and the team of Mari Novak and Steven Kelly.
Why not get started? Take your three- to five-minute video—edit and add a title slide at the beginning and a credit slide at the end to identify the subject, the producer, and both the date and location where the video was taken—and then post it online at YouTube or Google Video, etc. Then post/embed your Video at HPT Connections —where you can find the 2008 submissions, the rules for 2009, and guidelines and tips to walk you through the submission/posting/embedding process.
You do not have to be a member of ISPI—at either the international or chapter levels—but you do need to be a registered member of HPT Connections. It is free to post your submission. Once registered, check it out and then share with your fellow HPT practitioners!
The
International Society for Performance Improvement’s Career Center will
revolutionize how you search for jobs and source candidates! Our job board,
powered by career services leader JobTarget, makes it easier than ever for ISPI
members to enhance their careers and stay connected within the performance
improvement community. Below you
will find the most recent job postings added to ISPI’s
BC Hydro
SAP Learning Specialist
Job Location: Burnaby, British Columbia, Canada
Job Type: Temporary
Clarins Fragrance Group
Director of Training and Sales Development
Job Location: New York, NY 10016
Job Type: Full-Time
Talecris Plasma Resources
HR Organizational Development Specialist
Job Location: Research Triangle Park, NC, 27709
Job Type: Full Time
The Henry M. Jackson Foundation
Training Specialist
Job Location: Bethesda, MD 20810
Job Type: Full-Time
Total Quality Institute
Consultant
Job Location: Nationwide Locations, United States
Job Type: Contract
Performance Marketplace is a convenient way to exchange information of interest to the performance improvement community. Take a few moments each month to scan the listings for important new events, publications, services, and employment opportunities. To post information for our readers, contact ISPI Director of Sales, Keith Pew at keithp@ispi.org or 301.587.8570.
Books ISPI @ Amazon. ISPI has created a one-stop shop for all your performance improvement needs. Here we have boks written by ISPI members, CPTs, E-Documents, and featured books of the month. All purchases over $25 are eligible for free shipping. Career Resources Conferences, Seminars, and Workshops |
Join us for the Fall Conference, September 24-25, in St. Louis, MO. The Power of Performance: Achieving Results in Uncertain Times. Register Today! Online Anytime: The Course Developer Workshop Online 24/7. Darryl L. Sink & Associates, Inc. Register online at www.dsink.com, or call Jane at 800.650.7465. Magazines,
Newsletters, and Journals Performance Improvement Quarterly is a peer-reviewed journal created to stimulate professional discussion in the field and to advance the discipline of HPT through literature reviews, experimental studies with a scholarly base, and case studies. Discounted to ISPI members.
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Are you working to improve workplace performance?
Then ISPI membership is your key to professional development through
education, certification, networking, and professional affinity programs.
If you are already a member, we thank you for your support. If you have
been considering membership or are about to renew, there is no better
time to join ISPI. To apply for membership or renew, simply click here.
ISPI is looking for Human Performance Technology
(HPT) articles (approximately 500 words and not previously published)
for PerformanceXpress that bridge the gap from research to practice
(please, no product or service promotion is permitted). Below are a few
examples of the article formats that can be used:
In addition to the article, please include a short bio (2–3 lines) and a contact email address. All submissions should be sent to johnc@ispi.org. Each article will be reviewed by one of ISPI’s on-staff HPT experts, and the author will be contacted if it is accepted for publication. If you have any further questions, please contact johnc@ispi.org.
Feel
free to forward ISPI’s PerformanceXpress newsletter to your
colleagues or anyone you think may benefit from the information. If you
are reading someone else’s PerformanceXpress, send your complete
contact information to johnc@ispi.org,
and you will be added to the PerformanceXpress email list.
PerformanceXpress is an ISPI member benefit designed to build community, stimulate discussion, and keep you informed of the Society’s activities and events. This newsletter is published monthly and will be emailed to you at the beginning of each month.
If you have any questions or comments, please contact John Chen at johnc@ispi.org.
Stay informed: add ispi.org to your Address Book and/or Safe Senders list to ensure you don’t miss important announcements and valuable offers from ISPI!
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