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5 Reasons to Use MicroLearning
MicroLearning is a form of learning that delivers key concepts in as short an amount of time as possible. It is a short, sharp, just-in-time snippet. I like to think of microLearning as 'short enough to watch standing up on the job'. It's when you need a quick tip, brush up on a specific skill or have a moment to learn about new product between customers. What are the 5 advantages of microLearning? 1. Timely Learning. The greatest advantage of microLearning is time. Imagine a manager racing through their day. They have a performance management meeting with an employee but have not had the time to read up on the correct procedure to follow. Or a railway engineer arriving at a broken down train and the broken axle is something he hasn't unbolted for 12 months. Neither of them have the time to scroll through three layers on the company's Intranet, find the LMS, log on and watch the 20-minute module. What they want is to go to their phone, open an App, and BAM! There is the 3-minute microLearning video. It's all about timely learning. 2. Speed to Market. One of our clients is a global Japanese car manufacturer. They require an eLearning module for every new model released. They don't have months to plan for product training. They need learning NOW! What companies require is microLearning with rapid development that matches their timeline for product delivery. 3. Expiry Date Learning's expiry date is faster than ever. It used to be that a learning program would last a few years before it needs refreshing but with changing products, people and systems, learning is being discarded faster and needs to be produced cheaply, yet with quality. MicroLearning is a cost effective and fast way to develop training content, making it a win/win for the companies and the learners. 4. Pictures are powerful Around 70% of millennials visit YouTube monthly. It is a large part of their life so it seems obvious that we should adapt learning to what they are familiar with. When millennials need to learn something, they watch a 2 minute YouTube video. Research teaches us that if you hear something, after 3 days, you would have only retained 10% of what you learnt. If you then add a picture to that, retention increases to 65% - that's 6 times better! Using video in MicroLearning makes it stick. Our brain links what we hear to a picture and retention is greater. 5. Mobile One of our Pharma clients is investing in Asia. The people they are training in Asia have limited access to computers, but they all have smartphones. How do they train them? MicroLearning. They make it engaging, enjoyable, entertaining and most of all mobile compatible. The training is mobile, so that they can watch it standing up on the job, or sitting on the bus or train. MicroLearning is certainly leading the way in creating new and exciting learning content, whilst making the process easier for both the companies and their employees. Send me a message if you'd like to find out more on our microLearning offering and what we can offer. Chris Gaborit is managing director of The Learning Factor, an eLearning company who loves technology linked to learning. Follow him here on Linkedin, on Twitter @droneservicesAU and Instagram @idronefoto
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Yesterday I walked into my home office and examined the space from a fresh perspective. It hasn't had a facelift in about ten years and I've hardly noticed its dingy appearance. Don't get me wrong, I love my office but it's simply out of date and no longer reflects my personality. It's time for a change. Approaching the challenge like any diligent, problem-solving coach, I did my research. What does science say about an office space that boosts energy, creativity, and productivity, all while projecting a safe, calm feeling for clients? Yes, it's possible, and you can do it all on your own. Here's what I've learned. 1. Use color, but not just any color. Color psychology studies (and there are many) reveal changes in the body and brain when people view certain colors. These changes influence productivity, creativity, health, stress levels, focus, communication, and emotions. That's some powerful influence! Color psychologist Angela Wright explains the phenomenon this way: "Color travels to us on wavelengths of photons from the sun. Those are converted into electrical impulses that pass to the part of the brain known as the hypothalamus, which governs our endocrine system and hormones, and much of our activity." First decide what's most important about how color affects you, your employees, and your visitors. In an interview with Chris Bailey, Wright offered this simple breakdown of the effects of color on the mind: "The four psychological primaries are: red, blue, yellow, and green. And they affect the body (red), the mind (blue), the emotions, the ego, and self-confidence (yellow), and the essential balance between the mind, the body, and the emotions (green)." But it's not that simple. Bailey nicely breaks down the process of choosing just the right color in this article.
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Traditional goal setting focuses on the beginning and the end—start strong and keep your eye on the prize. Unfortunately, that process doesn’t work for every kind of goal, says Scott Young, author of How to Change a Habit. “A lot has been taught around the classic self-help style of Zig Ziglar or Tony Robbins where you have a clear goal, you visualize it, write it down, and focus on the starting point,” says Young, cofounder of the career development course Top Performer. “Some goals, though, aren’t clearly sequential.” The middle can and should be your starting point when you’re setting a goal where you’re unclear of the level you can achieve within a particular timeframe. This is especially the case with daunting, unfamiliar goals where you don’t yet have a strong sense of the big picture.
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You’ve probably experienced the frustration of being distracted at work. Perhaps you were pulled into a never-ending Slack discussion, and when it finally ended you struggled to focus on the task you were working on. Or a coworker criticized you, and now you can’t stop replaying his comments in your head. It’s totally normal to lose focus after a period of time (which is why you should be taking regular breaks). But if you find yourself easily distracted throughout the day, you might want to consider tweaking some of your morning habits. They probably won’t eliminate all distractions, but you’ll at least start your workday strong building a good foundation for the rest of the day.
Via The Learning Factor, Jim Lerman
You’ve probably been taught that giving compliments build relationships. In the self-help classic How to Win Friends and Influence People, Dale Carnegie stressed the importance of “giving sincere and honest appreciation” to others in life and work. He’s not wrong, but the thing is that showing real appreciation is difficult to do. How many times has someone given you a “compliment” and you just know they’re trying to get something from you? Compliments can easily veer into flattery and feel insincere, leaving the recipient wondering about the giver’s hidden agenda. Here’s what it takes to avoid all that–it’s easier than you think.
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Automation isn’t a simple struggle between people and technology, with the two sides competing for jobs. The more we rely on robots, artificial intelligence (AI), and machine learning, the clearer it’s become just how much we need social scientists and humanities experts–not the reverse. These four skills in particular are all unique to us humans, and will arguably rise in value in the coming years, as more and more companies realize they need the best of both worlds to unleash the potential from both humans and machines. AI and machine learning are extremely useful for solving straightforward, predictable problems and finding patterns no human would ever be able to spot in big data pools. But they’re less helpful in sussing out issues where it’s not a given what the problem actually consists of. Say a patient gradually stops taking her medication, and an algorithm picks up on that fall-off early on. That’s great, but you still need a human being to ask why and contextualize the reasons–with a full understanding of what it means to live with chronic illness. For instance, is the patient simply forgetting to take her medication, or actively choosing not to? Is there an alternative remedy that suits the patient’s priorities and lifestyle?
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Advice on how to improve one’s self is everywhere. It accounts for about 2.5% of all book sales in the United States. Add in speeches, training programs, TV programs, online-products, coaches, yoga, and the like, self-help is a $10 billion industry per year, and that’s just in the U.S. However, research shows that much of the advice extolled may be misleading or even wrong. Several myths about performance persist, despite research and practices that show they are half-truths at best. That might explain why the most likely purchasers of self-improvement books have bought another within the previous 18 months. The first myth-riddled book didn’t work, so they bought another, and maybe another soon after. A recent report in the Journal of Management noted that of nearly 25,000 academic articles on performance, only a fraction include what psychologists call within person variance, which describes ranges, such as that between individuals’ top, average and worst performances. Advice too often mistakenly assumes performance can be compared across people, using the same gauge. That’s absurd. Our observation of hundreds of performance seekers largely confirms the report and has led to delineating a series of myths that hold people back when trying to improve. These assertions are based on a diverse set of fields, including psychology, sports, arts, and leadership. We hope that by dispelling these myths, explaining the reality and offering some sound advice instead, we can help move people toward more effective personal development.
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What are the defining attributes of great leaders? That's the age-old question thought leaders and scholars galore have been attempting to answer in mountains of books and literature. While great leadership, to an extent, can be personal and subjective to the follower, there are universal principles you can't argue with (but you can try). Speaking of those thought leaders and scholars, here are six traits that keep surfacing over and over again in the leadership literature and best-sellers. 1. They challenge their own assumptions. Great leaders may be smart and know a lot, but they are humble enough to recognize there are smarter people in the room that they can learn from. They don't restrict themselves from opinions and input outside of their own. They surround themselves with diverse perspectives to help them answer questions like, "How do I know my decision is the right one?" or "Is there a better course of action here?"
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You’re sitting in a conference room with all the big bosses. They’re meeting to discuss the annual budget, and it’s your job to pitch them your case for more money for your team. The problem? While you’re quite confident everyone has a vague idea what your department does, you’re not nearly as confident that everyone sees the importance of what you do or the way you do it. Why? Well, what you do is pretty specific. Maybe so much so that your own friends don’t quite get it. But even if that’s the case, you’re going to have to learn how to get people on board with your work when you’re looking for a cut of the company’s budget, meeting with someone from a completely different field, or pitching an idea to a client. Here’s how to do that:
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If you have a love-hate relationship with lists of all kinds, you aren’t alone. On one hand, making a list–whether it’s a grocery list or a to-do list–gives you a single place to keep all your priorities front and center. But that same list can also be a source of anxiety. The longer it gets, the more you may find yourself avoiding it, knowing that the effort it’ll take to cross everything off is going to be considerable. But as it turns out, you’ll be much more productive if you actually read your to-do list regularly–even if you don’t manage to finish every single item that’s on it. Here’s why.
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According to an Oxford University analysis, close to half of all jobs will be taken over by robots in the next 25 years. No wonder the press is full of handwringing about how workers will adjust and the best way to prepare the next generation for this A.I.-filled future. But not everyone is alarmed about the prospect of radical change in the labor market. After all, this has happened before (for instance, when mechanization replaced the vast majority of farmers) and it turned out OK. Plus, a lot of today's jobs are soul-crushingly boring and repetitive. Losing them just might be a blessing. Among these optimists are IT service company Cognizant. In a recent report (hat tip to Business Insider for the pointer), the consultancy notes that while creative destruction has always been with us, so has reinvention. Sure, robots will take jobs away, but they'll also create new ones. What will these new gigs look like exactly? The report imagines detailed job ads for 21 future careers that Cognizant thinks may emerge in the next 10 years.
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What do people want out of work? More than money, more than benefits, much more than job security, a recent survey says, they want to be treated with respect. If that sounds like you, how can you increase the respect you get each day at work? It turns out that there are specific habits you can cultivate that allow you to train the people you work with to treat you respectfully each day. Here are 33 of these proven habits that can help, if you're willing to stick with them. Implement a few, take inspiration from the others, and you'll likely see dividends quickly.
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We all want to learn and grow. Improving our skills and being exposed to new ideas not only makes us better at our jobs but makes us happier and more engaged at work. But with a full-time job, it can be tough to find the time and resources to dedicate to personal development. Some people, like me, are lucky to work for companies that encourage and even fund classes, sabbaticals, or fellowships. But if you work for a company that doesn’t have an official policy, how can you make the case to your manager (and the necessary higher ups) to support you?' Identify how you want to learn and grow. If you don’t yet have a clear picture of what you want to develop, spend time honing in on exactly what you need. Do you want to build your emotional intelligence skills to be a more attuned business leader? Are you interested in going on a yoga or meditation retreat? Set aside a specific period of time, such as one evening or even a week, to explore ideas and research what appeals to you. Write down what you want to learn and how you would grow from the experience you’ve identified. Research shows that the physical act of writing has a neurological effect on the brain which tells the cerebral cortex to “wake up and pay attention.” Writing stimulates a bunch of cells in the brain called the Reticular Activating System that plays a key role in being more conscious and alert. The more you can write down, the more aware and real your ideas become.
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You probably know that powerful people receive dozens, if not hundreds, of unsolicited requests every day. And at networking events or speaking engagements, the most influential folks in the room usually have to fight back a scrum of people hoping to get a word in or hand off a business card. To get on their radar, you have to do more than cold email and hope for the best, or push your way to the front of the line at industry mixers. The better way to connect with superstars isn’t to get in front of them and ask them for things. As Duke University professor and author Dorie Clark put it, “The world is competing for the attention of the most successful people,” she wrote for Harvard Business Review. “If you want to meet them–and break through and build a lasting connection–the best strategy is to make them come to you.” Here are a few ways to do that.
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Here’s the dilemma: In a competitive, complex, and volatile business environment, companies need more from their employees than ever. But the same forces rocking businesses are also overwhelming employees, driving up their fear, and compromising their capacity. It’s no wonder that so many C-Suite leaders are focused on how to build higher performance cultures. The irony, we’ve found, is that building a culture focused on performance may not be the best, healthiest, or most sustainable way to fuel results. Instead, it may be more effective to focus on creating a culture of growth. A culture is simply the collection of beliefs on which people build their behavior. Learning organizations – Peter Senge’s term — classically focus on intellectually oriented issues such as knowledge and expertise. That’s plainly critical, but a true growth culture also focuses on deeper issues connected to how people feel, and how they behave as a result. In a growth culture, people build their capacity to see through blind spots; acknowledge insecurities and shortcomings rather than unconsciously acting them out; and spend less energy defending their personal value so they have more energy available to create external value. How people feel – and make other people feel — becomes as important as how much they know. Building a growth culture, we’ve found, requires a blend of individual and organizational components: An environment that feels safe, fueled first by top by leaders willing to role model vulnerability and take personal responsibility for their shortcomings and missteps.A focus on continuous learning through inquiry, curiosity and transparency, in place of judgment, certainty and self-protection.Time-limited, manageable experiments with new behaviors in order to test our unconscious assumption that changing the status quo is dangerous and likely to have negative consequences.Continuous feedback – up, down and across the organization – grounded in a shared commitment to helping each other grow and get better.
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Running a successful organization requires lots of moving pieces running smoothly in tandem. At the heart of every organization are people just like you and me, whose performance can be influenced in a positive direction. Recently, companies like Google and Facebook have been redefining the standards of workplace culture, and in turn seeing improvements in employee satisfaction and company performance. Now, your company might not be large enough to have a dedicated HR (or “People Ops”) department, but there are some exciting takeaways from social psychology that you can apply to benefit your business. Reciprocity Principle Reciprocity is one of the famous “Six Principles of Persuasion” defined in Robert B. Cialdini, Ph.D.'s book, Influence: The Psychology of Persuasion. The idea is that we feel pressure to repay others for what they have given us or done for us. We often even give back more than we were initially given to minimize any guilt associated with the initial favor. Founders and CEOs can use this to their advantage. Internally, this can help improve or repair work relationships, win over co-workers and build consensus. As Dr. Cialdini writes, reciprocity is so powerful that it can overcome feelings of suspicion or dislike toward the person who gives the gift or favor. As a small business owner, how about giving gifts or bonuses on holidays or birthdays? You could also offer to bring back coffee for the office or surprise your colleagues with breakfast or lunch. A kind gesture can go a long way. Outside the office, the reciprocity principle can help you succeed in negotiations, build valuable business partnerships and win over investors — or even customers! When we launched our product and were at our first trade show full of retail managers and buyers, we realized that people only stopped at our booth if we handed them a free sample. So we handed samples to everyone who walked by! In turn, they stopped, listened to our pitch, and 99% of the time they placed an order for their store. In those first few hours, we sold over 100 cases into 100 new stores.
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There’s no question or debate that workplace stress levels are at critical levels and are escalating. The American Institute of Stress (AIS) reveals that 80% of us feel stress on the job and almost half say they need help in managing that stress. The StressPulse survey by ComPsych, an Employee Assistance Program (EAP) provider, shows the main causes of that stress are: 1) workload (36%); 2) people issues (31%); 3) balancing professional and personal lives (20%); and 4) job security (8%). Team dynamics are also a big deal when it comes to workplace stress, in terms of the way teams operate and how team members interact with each other. The above statistics show that team dynamics directly affect a whopping 92% of what causes the most stress. Being part of a team can be a quick road to disappointment, frustration, and burnout, especially when some team members work harder than others, when some are on time and others are consistently late, when there’s drama and tension resulting from gossip, and when team leaders play favorites.
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Maybe your favorite interview question is one of the most common interview questions. Maybe it's one of the most common behavioral interview questions. Or maybe you have a less conventional interview question you like to ask, like those asked by these company founders and CEOs. What is your favorite interview question? To find out, we asked the Inc. community on LinkedIn to provide their favorites, as well as their reasons why. Below are some of the responses; go here and here to see them all. 1. "What is the hardest thing you've ever done?" The answer can be personal or professional. What the candidate accomplished isn't as important as how -- and why. What were the hurdles? What were the roadblocks? Did the candidate seek help? Does the candidate credit the people who helped? The answer also can provide insight into how the candidate defines "hard," and how their perspective align with the challenges your business faces.
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You’ve heard by now that you need to be “transparent” and “authentic” and to “bring your whole self” to work. More often than not, these phrases are shorthand for expressing your feelings. But while it’s true that you need an emotionally intelligent approach both to build a great work culture and to advance your own career, there’s more to it than just wearing your feelings on your sleeve. Showing emotional savvy isn’t only about candor, though that’s certainly part of it. Properly channeling your emotions in the workplace is a powerful leadership skill. With that in mind, here’s how to calibrate and convey five of the most common emotions you’re likely to experience at work.
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Steve Jobs famously said that creativity is just connecting things. But anyone facing a creative block knows it’s a lot harder than grabbing ideas out of thin air. Creativity is a complex process. There’s no “creativity gene” or section of your brain responsible for creative thought. We can’t choose to turn creativity on or off. As the Atlantic reports, many studies have found that creativity happens unconsciously and beyond our control. Yet despite its elusive nature, creative thought has become an increasingly important part of our lives. Basic tasks are being automated. Competition is getting more fierce. And your ability to come up with novel ideas is now one of your greatest skills. So whether you’re feeling distracted, out of ideas, or are coming up against a creative wall, here are some creativity exercises to help get the juices flowing.
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Mazin Gilbert has an ambitious goal. As vice president of advanced technologies at AT&T, Gilbert wants to make AI technologies widely available throughout the corporation, especially to those who might not have a computer science background and may not even know how to program. Call it the “democratization of AI.” To accomplish that goal, AT&T is building a user-friendly platform with point-and-click tools that will enable employees — up to one-quarter of the company’s workforce — to build their own AI applications. AT&T and a host of other companies are trying to address a crucial issue in business: the severe shortage of AI talent. According to some estimates, only about 10,000 programmers in the world have the necessary expertise to develop advanced AI algorithms. But that’s barely a drop in the bucket for what companies will need in their future workforces. Tools like AT&T’s platform will help spread AI technologies well beyond just a limited number of “haves” and reach the “have nots” that may lack the technical knowledge and experience. This democratization of AI will happen in two ways. First, it will enable employees across a large organization like AT&T to develop their own AI applications to make them better at their jobs. But it will also allow smaller firms to deploy some of the same AI capabilities that have heretofore been limited to large corporations. Think of how spreadsheets like Lotus 1-2-3 and Excel helped democratize data analysis, enabling even mom-and-pop shops to perform invaluable “what-if” analyses.
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There’s a lot of discussion about what makes a person successful. Some say it’s the people you know or your network. Others say it’s all about how you organize your day and your priorities. Others say it’s innate personality characteristics. All of the things listed above are extremely important. And, we wanted to know what really creates true greatness in people—where their work is so good that they win awards for it.
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Behind every great athlete there is an even greater coach. There isn't a top athlete--from Muhammad Ali to Tiger Woods to Serena Williams--who did not need a mentor to help them reach the top of their profession. If you think about it, your business is similar to that of an elite athlete. You may have the drive, the skills, and the vision, but there are times when you need professional guidance to ensure you stay on the right path, and how to best utilize your talents and work on your shortcomings in order to reach your goals. An executive coach can be that person. No matter where you are on your career path--from eager up-and-coming manager to a seasoned senior executive to an entrepreneur--there will be times when you can benefit from some professional coaching.
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If you’re constantly frazzled on the job, logging super-long hours with little to show for it at the end of the day, chances are good that you’re mismanaging your time. But the good news is it’s easy (enough) to reorganize your schedule and get back on a successful track, stat! “There’s a lot coming at us: mail–and [all kinds of] paper in general–emails, texts, phone calls, bosses calling for help, deadlines, projects–it doesn’t stop,” points out Felice Cohen, organizer and author of 90 Lessons for Living Large in 90 Square Feet (or More). No wonder so many of us get so behind and feel so exasperated. But it doesn’t have to stay that way. The answer isn’t to do more. “Not everyone can multitask, and most of us who do probably shouldn’t,” says Cohen. Rather, the answer is to do what you do smarter. And here’s how.
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Though your coworkers and manager might not understand tiny shifts in your behavior instantly, you’re giving away many invites into your psyche, simply via your body language. According to professional corporate trainer, business consultant, and entrepreneur Denise M. Dudley, PhD, all people communicate using seven channels: facial expressions, eye contact, posture, hand gestures, voice tone, voice loudness, and verbal content. While she explains that many professionals are picky with their word choices, very few practice or give a second thought to the other six venues. This is a big loss, considering many studies indicate difficulty pairing sentences with sentiments. “Our bodies are actually revealing more about our messages than our voices ever do,” Dudley told Ladders. “When we’re delivering a message–any message, good or bad, large or small, how we look as we’re delivering the message is . . . probably more important than our words, if we intend to be understood.”
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That leader channel Im looking to deliver is closer than I think ... Micro learning is a key feature to set up and reinforce your core skills ...make them handy for associates to get to and keep them short... very short.