AchieveGlobal's blog

Innovation = Inoculation?

By Sharon Daniels

This is the second of two posts on AchieveGlobal’s study on the differences between Change and Innovation, “Carving Yin From Yang.” Be sure to read the entire report.

A Harvard Business Review article has a great metaphor wrapped into it, saying: “innovation is both a vaccine against market slowdowns and an elixir that rejuvenates growth.” This idea squarely matches our recent research into change and innovation, and how we might understand the differences between the two.

To “lead change” successfully takes a leader who can motivate people by helping them see the direct links between the situation the company is in now, the direction the company is headed strategically, and what it will take the company to get there. These are our strengths, these are our vulnerabilities, and this is what we need to do to fortify ourselves against adversity and move to greater strengths.

Building on this thinking, to “lead innovation” takes a leader who leads not just in words, but also in actions. Through their own changed behaviors, leaders actually become integral to defining and successfully navigating the change and innovation.

Sharon Daniels is CEO of AchieveGlobal in Tampa, Florida

Change is the Mother of All Innovation

By Sharon Daniels

This is the first of two posts on AchieveGlobal’s study on the differences between Change and Innovation, “Carving Yin From Yang.” Be sure to read the entire report.

The title of this blog post is only half true. The other half of it is, curiously, that Innovation is also the mother of all Change. It’s a sort of hand-in-glove-in-hand sort of relationship. Note that in the spirit of innovation, I’m steering clear of the whole chicken-and-egg metaphor.

In two recent studies on change and innovation, we took the opportunity to unpack the differences between change and innovation: terms that one often fuses into the very broad idea of transformation.

Some of the quotes that came back to us are nothing short of brilliant, and really deserve a read. One participant, for example, refers to Innovation as being a home run, and goes on to consider what might have happened if Edison had settled for “change” instead of striving for “innovation.” Because on many levels, the two terms are so tightly interwoven in our thinking, it takes a few logical moves to disentangle them.

By the end of our study though, two things became clear:

1. The first is that if an organization wants to change successfully, it takes innovation. Organizational change can become a necessary response to changing external conditions. Navigating that change effectively requires the organization to become innovative in its approach. Hand-in-glove.
   
   
2. The second – innovation, if properly done, will bring change. Organizations can’t just be superficially “innovative.” Sometimes, organizations put on the label of “being innovative” as if it were as straightforward as, well, putting on a glove. (“Okay, now we’re going to be innovative!”) Real innovation means the organization has to go through real and tangible internal changes, altering parts of the very structure of the organization. And only in that way will “being innovative” cause real change.

In a very real sense, when an organization innovates successfully, it is in effect taking up the gauntlet of change.

 

Sharon Daniels is President and CEO of AchieveGlobal in Tampa, Florida

Tried and True Tips for Getting BWL-Ready

By Sharon Daniels

This is the last of four posts on AchieveGlobal’s study on organizational learning, and our reports “The Rise of Blended Workflow Learning” and “How to Achieve Blended Workflow Learning”. Be sure to read the complete reports. 

It must be human tendency. When we first set out to build something, especially from the layperson’s perspective, we tend to focus on the exterior appearance of the structure. But any architect will tell you that the foundation is what will make or break the building.

It’s the same with Blended Workflow Learning (BWL).

Before even beginning the conversation about which components of BWL will be most effective for your organization’s learning needs, the more fundamental questions that need to be asked are: how ready are we? And what do we need to do to get ready?

In our study on BWL, HR professionals pointed to key challenges in implementing this new learning initiative, including readiness, design and implementation.

Getting your organization BWL-ready means thinking on two distinct levels. First, you need to consider whether your organization is culturally ready. Are your managers and employees ready to embrace BWL using a combination of approaches like podcasts, blogs, and e-learning alongside more traditional face-to-face learning methods? How technology-friendly is the organization on a broader basis?

Secondly, you need to consider technical readiness, including the level of comfort that managers and employees feel when using specific BWL technologies. Before getting into full gear with BWL, it’s a good idea to assess how confident your organization is with using these technologies, and consider how your IT department can support training initiatives through technology.

Whether it’s readiness, design or implementation, organizations often experience BWL anxiety which can be easily addressed by working with a learning and development partner. The strength of having an L&D partner on board is that they’ll use their objectivity to make sure that all levels of the organization are truly ready to fully implement BWL.

The result? Greater likelihood of achieving learning success through BWL.

Secrets of Learning Success

By Sharon Daniels

This is the third of four posts on AchieveGlobal’s study on organizational learning, and our reports “The Rise of Blended Workflow Learning” and “How to Succeed at Blended Workflow Learning.” Be sure to read the complete reports.

Learning from failure is one of the first principles of success. But the failure doesn’t always have to be your own!

Blended Workflow Learning (BWL) requires a comprehensive understanding of organizational needs, culture and technology. So learning from the mistakes of others is an invaluable route to side-stepping the costs of failure, while ensuring success earlier in the implementation process.

Our study on Blended Workflow Learning includes a list of top reasons that organizations fail at BWL. That list includes:

• Trying to mix content that might be incompatible
• Insufficient managerial support and managers not prepared to coach
• Not having IT on board
• Lack of organizational trust for learners “owning” their learning
• Insufficient administrative or logistical support

Take another look at this list. Together, these reasons for failure paint a picture of an organization that hasn’t fully embraced Blended Workflow Learning. For BWL initiatives to be successful, the organization needs to completely understand the strengths and limitations of each instructional component. When is it best to use classroom training over virtual classroom delivery (vILT)? What are the distinct benefits of e-learning, online audio, or Webcasts? When should an organization lean towards more traditional approaches like peer-to-peer coaching or mentoring? How should all of these components fit together?

If you are considering BWL, or are in the process of putting things in place for BWL, now is the time to take a long, hard look at all levels of your organization and see how you can make the flexible elements of BWL fit the specifics of your organization.

To get the most from your BWL initiative, steer clear of practices which others have found to lead to failure and ineffective learning. Especially in today’s competitive marketplace, the learning function is far too valuable to waste time and energy on mistakes that are easily avoided by learning from those of others.

Sharon Daniels is CEO of AchieveGlobal in Tampa, Florida

New Year’s Resolutions for Leaders

By Sharon Daniels   

As you think about your resolutions for the New Year, reflect on what you can do to enhance your role as a leader and the contributions of those who “follow” you.

Here are 6 resolutions for every leader to consider:

1. Resolve to thoughtfully reflect on 2010. One of the biggest qualities of a true leader is his/her ability to reflect on past motives, actions, attitudes and beliefs. Leaders should ask themselves:

• “Did I take responsibility for my mistakes and not just my successes?”
• “What lessons did I learn that can help me in the future?”
• “How do others respond to my leadership style?”

2. Resolve to be ethical and fair. The turbulence of 2010 – whether it was the economy, the oil spill, or mistreatment of workers – left many feeling slighted or discouraged. As a leader, resolve to live by the principles of fairness and respect. When making decisions be sure to balance individual needs with that of the “greater good.”  Leaders who resolve to be fair and ethical should:

• Encourage their teams and companies to take socially responsible actions
• Openly challenge unethical decisions or actions
• Recognize and reward others based on merit and not politics

3. Resolve to be inclusive in thoughts and actions. The value of having a diversity of backgrounds, thoughts and perspectives within your workforce can not be overstated.  Leaders should resolve to create an inclusive working environment that values diversity and promotes collaboration. Leaders who resolve to be inclusive should:

• Strive to meet the needs of customers from different cultures
• Work to effectively lead groups comprised of people from different backgrounds
• Display sensitivity when managing across cultural boundaries

4. Resolve to innovate. A leader can’t do it all alone. Thus, a good leader not only innovates but creates a climate that encourages innovation and problem solving: Leaders who resolve to innovate should:

• Help others quickly adapt to change
• Find ways to promote speed, flexibility and innovation
• Ensure the team has a common goal in place

5. Resolve to know the person, not just the employee.  In a busy world it’s easy to forget that your employee is more than worker, but an actually person. Good leaders value and leverage the human connection shared by all to earn commitment and trust and to inspire greater effort.  Leaders who resolve to focus on the human connection should:

• Pay attention to, and read the range of, emotions people display and respond accordingly
• Make a daily effort to inspire the trust of others
• Communicate well with colleagues at all levels

6. Resolve to be effective at business. Let’s face it, at the end of the day, leaders need to produce good business results. Leaders who resolve to be effective at business should:

• Adapt quickly to changing business objectives
• Learn new ways to make the business competitive
• Add clarity to their organizations

What are your leadership resolutions for 2011?