A Tool That Supports and Encourages Both Process and Behavior Change

Sometimes tools are used to support behavior change in teams.  If the team is a leadership team it can also support ongoing organizational change as an example of a process and behavior change tool for other groups within the organization.

The use of an agenda:

Use of an agenda brings structure and disciple to unorganized meetings.  Agendas provide a purpose and goals for the meeting that link the reason for the meetings and the outcomes of the meeting to higher level organizational strategies or goals.

The agenda also identifies the topics and time frames for each such that time is used wisely.  it also identifies the names of individuals accountable for leading the topics for the group present in the meeting.

If used, the meeting norms, or as we call them, contract for success, reflect the behavioral aspects of how we will work together during the meeting to accomplish our purpose and achieve our meeting goals.

If you look at each of these tools as a microcosm for the larger organization, you might see that they are parallel to the organizations vision, strategies, plans and culture.

Add to this that the meeting has specified participants along with a leader, timekeeper, notetaker, sergeant at arms, etc. as roles for supporting the efficiency and effectiveness of the meeting process.  These roles create discipline for adherence to the “how” the meeting is conducted.  The list of participants let’s others know who they will be working with.

Again, in a microcosm This is how we want our larger organization to operate; in an efficient, effective and disciplined manner with clear roles, accountabilities and metrics.

So, try using this agenda tool for your meetings by completing one prior to the meeting and sending it out to the participants for their pre-preparation such that the meeting runs smoothly and effectively achieves the desired outcomes.

For more information, examples, templates or support contact chad@cookconsulting.biz

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How Leaders Maximize the ROI From Development Investments

Leaders who provide development opportunities for others in the form of coaching, training, stretch assignments, reading, benchmarking, mentoring, schooling, etc. have an opportunity to improve and encourage retention and application of the learning through their pre-, during and post-behaviors of support.

When providing training, articles, books, benchmarking, schooling and any other form of development that takes place away from the performance environment; try the following:

  • Before the development event (approximately one week ahead of it) meet with the participant and discuss what he expects to receive from the training and how he intends to apply it to his work.  Support him with ideas, options, and thoughts in an open exploration of possibilities.  Capture commitments for re-visitation after the event and schedule a time to meet upon his return.
  • Before and during the development event meet with the provider or instructor and volunteer your time to participate and deliver portions of the session that relate directly to work.  Be the model, exemplar and teacher.
  • Immediately after the event meet with the participant and review what she learned, if it met her expectations and how she intends to apply the learning on the job.  Schedule a follow-up session to determine how the work applications fared; what worked well and what she could do differently to assure the next application of the learning works better?  Assure the participant that application failure is expected when applying new knowledge and skills on the job and that you expect it or she isn’t stretching enough.
  • Daily, (as frequent as possible) provide feedback through recognition of work applications, expressing interest in work applications, demonstrations of caring about his work applications, etc.
  • Weekly follow-up to determine the impact the development event had on the participants’ performance is necessary.  Provide feedback, reinforcement and coaching as needed to demonstrate you care about her successful application of the learning.
  • After a few weeks of application and honing of the new learning, ask the participant to prepare a brief lunch session where she will present the learning and application options to others in your group.  Ask that it be designed with a clean, succinct presentation, an open dialogue focused on what was easy to implement and what some of the limiters and barriers were to application.  Coach her to share the impact and benefit derived from the application of the new learning.

Leaders who deliver coaching and stretch assignments as on-the-job development could follow a similar approach to pre-, during and post-development support for improving the return-on-Investment from their investment of budget, time and mindshare.

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Cook Consulting

Chad Cook is a Professor of Organizational Behavior, Team Building, Leadership, Staffing & Development, Career Assessment, Analysis, Planning and Deployment at Baldwin Wallace University’s Masters Program, and partners with Bright Side, Inc. Consulting Firm.

He feels your pain and understands what the best, most productive path could be to make your work environment more pleasant and profitable. Behavioral strategy, career coaching, executive coaching, executive team development, succession planning/management, strategic planning and deployment, leadership change and human resource development are a few of his specialties.

Accelerating organizational and personal performance, executive and personal coaching, organization assessment, along with design and development are his favorite areas of expertise.

With skills in executive consulting and coaching focused on organizational change and transitions, strategic planning and deployment, mergers and acquisition integration, succession planning and management, executive development, organizational assessment, organization re-design, executive team development, and leadership development.

Past Experience

Chad logged over thirty years of experience in two major Fortune 100 companies in operational and strategic roles, before establishing his own business. For the past ten years he has been partner and president of two consulting firms.

Some of his past work experiences included sales leadership, store management, customer service, finance, human resources, training, organization development and sales training, organization assessment and development, human resource development, strategic planning and deployment, global leader development, lean strategies, innovation, SBU design and development, business team performance and acquisition management.

Geographic Area
Although Chad’s preferred geographic area is Akron, Cleveland, Canton, Fairlawn, Medina, Independence, Wooster, Columbus, Youngstown, Dayton, Cincinnati, Richfield, and North East Ohio, Pittsburgh Pennsylvania, Morgantown West Virginia, he does travel where needed.

Chad also does:
Career Training, Business & Leadership Consulting, Employee Commitment, Non-verbal Communication, Executive Development, Executive Team Development, Leadership Academies, Personal Leadership Development, Executive Communication, Mergers & Acquisition Integration, Succession Planning & Management, Individual & Organizational Assessment, Training & Development, Strategic Planning Models, Performance Coaching, Strategic Coaching, Focus & Leadership, Implementation & Deployment, Communication, Personal Growth, Leadership Coach, Student

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