Thursday, May 27, 2010

Is training needed?

This is a familiar tool but thought it may be time for a reminder.....

1. Employee can and is willing to do the work:
• Look for another cause for deficient performance
• Support with time and resources
• Provide coaching
2. Employee can’t but is willing:
• Provide skills training
• Conduct on-the-job training
• Could be lack of resources, equipment, tools, etc.
• Look for another cause
3. Employee can but won’t:
• Discuss poor attitude
• Identify consequences
• Provide feedback
• Provide coaching
• Supervise practice
4. Employee can’t and won’t:
• Provide skills training
• Supervise practice
• Discuss poor attitude
• Identify benefits
• Investigate possible other problem
1995 Carolyn Balling and Jean Barbazette. All rights reserved.

Wednesday, May 26, 2010

What EI Training Can Do--An Impact Map of Specifics

If you'd like a word doc (easier to read), please email me...

I recently left my part time position at Elgin Community College to pursue my training business full time. I’ve needed time to more fully develop products and processes to make my offerings even more solid and impactful. The Impact Map is a step in that direction.

The map is designed to help clarify the goals of EI training, including the specific skills targeted and uses of these skills on the job. It is a tool that can be used in several ways:
• to keep my own training designs focused
• to help anyone explain/understand the value of this training
• to help managers both explain the value to their staff (pre-training) and also monitor/support the growth of these skills over time (post training).

In the months ahead, I hope to start a newsletter and eventually more tools that companies might be able to use, in person or virtually. I hope in the future that I might be able to offer further training or consulting. My goal is to continue to improve my offerings and customize them to each company.

Thursday, May 13, 2010

Leaders Need Emotional Intelligence

Dave is a star technician who has been promoted several times. If Dave is to advance any further, he must solicit help from others. Now he must learn how to listen, persuade, be patient, contain his emotions, offer sympathy, feel empathy, and recover from the emotional onslaughts that come with group give-and-take.

Research has shown that supervisors and managers need even more expertise in emotional intelligence to do their daily work. Is your workplace filled with emotionally intelligent leaders?

Monday, May 10, 2010

Saturday, May 1, 2010

Perception: Always subjective

We don't see things as they are, we see things as we are. - Anais Niin