Leadership and Coaching for Your Success

Leadership Coaching Transformation

Turning Training into New Actions and Performance

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There are relentless pursuits in corporations on how to make training as one of the key learning activities in an organisation. Many companies expect to realise the benefits of training as new actions and improvements in performance. Adopting new knowledge to be new actions require few critical steps in the process of individual learning. There are at least four critical steps to ensure the success of turning training into new actions and performance. The first step is the readiness of a learner to have a learning mindset. This means that he needs to believe that the knowledge he acquires will be applicable in his working place. Missing this will likely make training merely as one of a company social event. Secondly, the training process should address how a participant can develop new way of doing things through his speech of actions. Ability to request, reject, asses, assert, declare and promise will be critical. New actions can only be created when the learners have different conversations that generate mood of new understanding and acceptance. Thirdly, learning process should be accommodated to make participants fully understand how to respond actual challenges in the daily circumstances from the learners’ point of view. Training design in the early stage is critical to identify what are the knowing and doing gaps in their workplace (Ram Charan). We should capitalise this information into the training approach and design. Fourth, the training facilitator should use more coaching than teaching approach. The process of embedding new insights and seeding new beliefs cannot be done more effectively through teaching or preaching. A trainer with long exposure background in operational tend to teach formulas of his past glorious day. A trainer without contextual understanding might lose the sight of what are critical in the mindset of the learners. Out of these critical steps, we should not forget that the atmosphere of applying new skills should be created in the learners’ work environment. Less supportive superiors often overlook this crucial part of creating a space for applying new knowledge into action. To transform a learning into new actions, a company should involve subordinates and superiors of the learners. They need to participate in creating a space of learning for the learners. This space is vital to generate a mood of ambition in applying the new knowledge and then willingness to share it to others as it become new way of taking actions. Training can not be an isolated component of learning but part of a system that if carefully managed, will integrate few dynamic components to reinforce each others producing great impacts in performance.

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Author: Leksana TH (www.sscleadership.com)

I believe that an organization is a network of conversations. Through a meaningful and artful conversation, a leader can shift his/her entire organization to produce a creative response and hence achieving an extraordinary business result. Throughout my career as a petroleum engineer, strategic consultant and later a senior executive in a global life insurer, I have found my passion as a facilitator in change and transformational works. Through my engagements in organizational change and leadership facilitations, I came across many organizations that were stuck in their growth potential. I often witnessed how leaders that once brought success to their organizations had become liabilities for their expansions. It was obvious that a disempowering mindset and noncontinuous learning have become the most obstacles for leaders to create new possibilities for change. Starting in the early 2000s, I delved deeper into my own understanding about what made a human being outstanding and what could be the game changer for an organization to sustain its growth even more. I begun to learn and understand different aspects of approaches that have allowed me to deliver fantastic facilitations with more impactful results. My approach in transformational facilitation stems from understanding how the energy of a leader stuck, discover their inner challenges, build a new neuropathway to make leaders respond from their wisdom, spark their creative mind, and make them committed to take new actions. By applying various approaches ranging from NLP, psychocybernetic, metaphysic, gestalt therapy, cognitive psychology, neuroscience, ontology coaching and hundreds of resources from the world's best guru, I have been able to co-create my own unique signature in many facilitation works. The feedback from my clients have been consistent around my ability to create a safe space of learning, Inspiring sessions in shifting mindset, and down–to–earth facilitation process. Through executive coaching, leadership development and organization transformation, I have been fortunate to witnessing many happy endings of life, career and organization change that in the leaders' mind was impossible before. I feel very grateful to live here in Singapore with my wife and four children. They are my energy and source of my inspirations. I enjoy morning practice of meditation, ChiLei and jogging. I like to watch the beauty of nature, listening to gamelan and classical music, traveling with my family, cooking, group cycling, and reading biography/history. If you believe that a leader could make a difference to many and you would like to find out how we could do it together, let us have the conversation. email: leksanath@hotmail.com whatsapp: +62.81212557296

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