The Challenge
“The Real Genius is not in building
it. The Genius is in getting it
used.”
The R.O.I.
1. What is the calculation for determining the cost of a
mis-hire?
A. Total cost in hiring the person:
$__________
B. Compensation: (sum of all years
person was in the job)
$ __________
C. Maintaining person in job: (sum for
all years person was in job)
$ __________
D. Total Severance:
$ __________
E. Mistakes/failures, missed and
wasted business opportunities:
$ __________
F. Disruption:
$ __________
G. Other:
$ __________
H. SUM OF ALL COSTS (A-H):
$ __________
I. Estimated Value of Contributions of
the mis-hire
$ __________
Read: Topgrading, Bradford D. Smart, Ph.D.
Reality
THEN - 14 years ago we asked a group of sales managers what issues they
faced in performing their training responsibilities and they said:
Scheduling Training
Monitoring Training Results
Coordinating all available training materials into a coherent program
Maintaining Consistency (Often due to remote locations)
The time intensiveness of classroom training
The on-going assessment of training skills and programs
The cost of training
RECENTLY - We again asked a group of sales managers what issues they
faced in performing their training responsibilities and they said:
Time Commitment / Their Time
Consistency of Training
Competency Development
Measurement of Results
Representative Accountability
Lack of Focus/Too Many Hats
Balance – Fast Start versus Professional Student
Five Years From Now – Will the answers be different or the same?
The Six Requirements
1. IMPLEMENTATION STRATEGY
(Based on reality in which the learning is being delivered)
2. LEARNER-DRIVEN
(Learners bring the Fuel/Energy)
3. CLEAR EXPECTATIONS
(The learner needs to Discuss, Explain, Demonstrate)
4. A LEARNER “ROAD MAP” / CONTROL
VEHICLE
(Without it, the learning experience is like a play without a
script)
5. “I DO. I UNDERSTAND.”
(If it is not clear in your mind, it will sound worse when you
speak it)
6. ACCOUNTABILITY
(Without accountability, learning will not be a priority for the
learner or “trainer”)
Top Performers
The Study Group
Over three years with the company.
One of the most productive field forces in the industry measured by: (1)
Face amount (2) Premium
Historically, the losses of 3+ producers minimal
1,000 producers in this group
Top 10%
Consistent activity results from day one. (Upgrade their markets not their
activity level.)
They reflected the growth and approach you would attribute to a successful
business owner.
They were fundamentalist. Basic skills were not a problem.
Initiative, preparation, and control
Next 55%
Greater inconsistency of activity results from day one
The range of development needs was spread out… sales skills, business
management, marketing, etc.
The need for a big sale became a dominant factor in some making honors.
Less initiative, preparation, and control
Bottom 35%
Other than the retirees, marginal to poor activity results from day one.
Based on their commission results, it is difficult to see what they’re living on
No initiative, preparation, or control
Accountability:
“No One Can hide”
Morris R. Shechtman’s Working Without A Net establishes the Seven
Prerequisites for Accountability.
He says, “…because of the drive for comfort in our society; confrontation
and conflict are often required to hold people accountable, and many
managers would prefer to avoid making their subordinates and themselves
uncomfortable.”
1. Accountability is to individuals; not to groups, committees, or
organizations. (Accelerated Learning Guide)
2.
Clarify the areas in which one will be held accountable. (Key
Competency Areas)
3.
Expectations must be stated in a specific and clearly
differentiating manner. (Discuss, Explain, and Demonstrate)
4.
Measurement of expectations must delineate quantity and time
frame. (Checkpoints and Final Assessment)
5.
Consequences for meeting or failing to meet established
expectations must be stated in detail.
Consequences must be enacted with immediacy, objectivity, and
clarity.
Accountability must be modeled by top management.
6.
7.
Principles/Concepts
Inherent in this Accountability Performance System are:
The Common Denominator of Success
The Pygmalion Theory
Memorize, Personalize, Naturalize
Silk Purse/Sow’s Ear
Tough Love
Empowerment
Inspect What You Expect
Hawthorne Effect
No One Can Hide
In Spite of the Trainer
The Genius - Getting it Used?
You need an instructional design that energizes
learners - whether they be sales, management or
any other audience – to approach their learning
seriously and demonstrate that they can use what
they have learned.
Accountability is the fuel that drives this learning
engine supported by the appropriate content –
yours, ours or a combination of both - plus tools
(Certification and Road Map) that empowers the
learner to achieve the learning objectives in spite
of the trainer.
The TIS Difference
We bring much needed structure and
accountability to learning through our
• Instructional Design
• Application of Learning Technology