Tuesday, February 16, 2016

Creative Courage with Welby Altidor, Cirque de Soleil #trgconf

These are my live-blogged notes from the second day keynote session at Training 2016, happening this week in Orlando. Forgive any typos or incoherencies.

Creative Courage with Welby Altidor, Executive Creative Director at Cirque de Soleil 

Unccovering innovation through engagement, collaboration, and controlled failure —  and how it can apply to, and change, our approach to both training and business.

In most of us, creative super powers are there, but often dormant.

When we think about geniuses, we think Picasso, Rosa Parks, Einstein, Emmett Brown ;) -- we think of the cliche of the lone genius. And not to diminish the genius of these people, but we can also tap into our own genius superpowers.

"The future of innovation is no longer in the hands of the scientists, artists, or designers working alone in a lab, loft or studio...It is a creative, collective, humanist enterprise that seeks to find new solutions to the problems of our planets and its future." ~ Lucas Dietrich

The world in which we live is constantly evolving.

How can we start to co-create? How can we enlist the people we're trying to reach out to? How can we pull them into the creative process?

There's a huge taboo when we talk about collaboration. When we talk about creating true collaborative culture, we're talking about egos, power struggles, red tapes...

Our ability to create collaborative culture impacts our entire life.

The mindset he tries to practice or apply: "If you're not prepared to be wrong, you'll never come up with anything original." ~ Sir Ken Robinson

This is the root of creative courage. And you can practice this.

Creative confidence is the ability to believe that you can change the world around you (the guys from IDEO said this).

Let go of perfection. Put things out there and iterate on them.

What it means to be creative -- to be faced with absolutely complex and near-impossible problems and to realize that to solve those problems, there's no instructional manuals and you'll need to make it up.

Place the bar where it feels a little bit impossible.

At Cirque, his role is to push people farther in their roles and their designs as he works across many teams. So how does he do that?

Ask the DUMB questions; make the DUMB comments. Don't squelch the voice that says, "don't say that idea -- that will sound ridiculous." Very often, it's those seemingly silly ideas that trigger the chain reactions that lead to great ideas. Putting that out there encourages the rest of the team to adopt that behavior."

IDEAS love to hang out together. They love to mingle, make love, and create new ideas. Whenever you can, put out a number of ideas. Put stuff out there that might sound silly but could be really powerful.

The more you let really talented people around you GROW, the more it will let you grow. Think about the people on your team, your projects -- how can you make a more fertile ground for that genius to be expressed. Create space to allow people to grow. Constantly recruit people that have amazing skills and who could potentially replace you.

PROGRAM FAILURE.  Put yourself in a situation to get early feedback in order to make it better.

ABOUT WHO? WHAT STORY? Don't forget what the project is about. When we started this project, what was it really about? Are we still connected to that objective?

BREAK RULES. But not your principles. You need to know what your principles are; you need to know what matters to you. Rules have an expiration date. They had  rule that it wouldn't take less than 36 months to put on a show. Are you clear what principles are driving that rule?

In every project, add an element that pushes the boundaries. He calls this PUNK ROCK (even though, as he says, he's not wearing a mohawk or chains). Can you add an element of punk rock? Put some of that attitude into the project - your audience will feel it and be grateful.

TRANSCEND SIGNATURE. Do we want to push out things that are new or meaningful? When we do our best work, there's often something at the end that surprises us.

"As you navigate through the rest of your life, be open to collaboration. Other people and other people's ideas are often better than your own..." ~ Amy Poehler

Create space to let teams shine as much as possible. 

You have very little power to control things. But you do have infinite power to influence. That force of influence is really based on your ability to foster this notion of creative courage in others. 







Behind the Scenes: Jay Shuster on The Creative Process at PIXAR #trgconf

These are my live-blogged notes from the second day keynote session at Training 2016, happening this week in Orlando. Forgive any typos or incoherencies.

Behind the Scenes: Jay Shuster on The Creative Process at PIXAR #trgconf

The story is central to Pixar. Jay's in the art department as the production designer – his team designs everything you see on the screen.

“make it great.”

Pixar goes into a film without a locked script. Art and story work so closely together. Art informs script.

“We never finish a movie. We just release it.” ~ John Lasseter

They have a big team with a lot of nerds, and people who are really good at what they do. 

“Hire people smarter than yourself.” Everyone becomes a designer of a film.

PU Tube – find people talking about their projects. Mistakes Made, Lessons Learned. Always access this stuff to learn from what we’ve done along the way.

“art challenges the technology…technology inspires the art."

And always have fun doing what you do.

Design of the building – the left wing is the left brain – “the smartests” and the right wing is the right brain -- “the artists”. With a place to connect in the atrium.

Toy collections at Pixar are like a status symbol.

“Fail forward – bad ideas are fuel for good ideas.” Andrew Stanton (making mistakes!)

Trust – he spent months working on drawings for Wall-e.

Owning what you do.

Keep it loose. At Pixar, what impressed him was how loose things were – napkins with stains become the main drawing. Communicate the ideas however you want.

“Do your homework.” – go to Toys R Us and buy a ton of toys. Go study mars rovers. 

Storyboards are the currency – how ideas are bought and sold at Pixar. Even if they’re super loose, they all communicate stories.

Over 100,000 storyboards on every project. One guy pitched the same sequence 32 times.

In the early stages, they get all their employees to watch the film and take notes and ask questions.

“No” gets said after months of work. But the story dictates…

Things flow as people contribute their own skillset.

“It turns out, it’s a beautiful film.” [Wall-e]

“Pain is temporary. SUCK is forever.” – this is the overarching ideal. We’ve got to everything on the screen kind of perfect, because it’s going to be up there for a long time. That’s where the neurosis comes from.

Everything we do comes from that quote by the founding fathers: “make it great.”


Friday, February 12, 2016

Cammy at Training 2016 #trgconf

Check it out! I'll be at Training 2016 next week: February 15-16 in Orlando, Florida.

This is Training Magazine’s 39th annual conference & expo, and it’s sure to be magical given the proximity to the Magic Kingdom.

I'll be speaking twice on Tuesday, February 16:

The Accidental Instructional Designer: Designing Better eLearning
8:00-9:00 am, Session 312

Chances are, you didn’t dream of becoming a designer of eLearning when you grew up, did you? Most instructional designers in the eLearning business got here by accident. So now that you’re here and doing this work, how can you become a more intentional practitioner? You’ll take a look at four key areas to focus on in order to become a well-rounded eLearning designer, talk about ways that you can take your practice to the next level, and share some quick tips for better eLearning design. 

Avoiding Clicky Clicky Bling Bling: Top Tips for Making eLearning that Shines from the Inside
1:45-2:45 PM, Session 501

Clicky-clicky bling-bling is eLearning with lots of whiz, lots of bang, lots of clicky-clicky in a lame attempt to add pizzazz to dry content and to make it more engaging. Don’t mistake clicky-clicky bling-bling for “engagement.” It’s just shiny wrapping paper covering up a pair of crummy socks with holes in them. Don’t get caught with crummy socks! Get top tips for making eLearning that rises above the bling, looking at strategies for writing, graphics, games, and interactivity.

Both sessions are part of the conference’s Boot Camp track, and are open to all conference attendees.


Stop by, learn a few tidbits, and be sure to say hi!

Wednesday, January 20, 2016

Shades of Instructional Design [Slides from eLearning Guild #OLF]

Today I got to kick off the eLearning Guild's latest online forum, Instructional Design Approaches for Project and Learner Success.

I talked about one of my favorite subjects: the many shades of instructional design and shared some tips and ideas for designing better eLearning along the way. Enjoy!

Thursday, January 14, 2016

Kate Matsudaira on Success, Day Two Keynote #ATDTK

These are my live blogged notes from the opening keynote at ATD TechKnowledge 2016, happening this week in Las Vegas. Forgive any typos or incoherencies.


Talking today about SUCCESS. Goal: one or two things from today that you can bring back to your office to be more successful.

Merit no longer is the way we get ahead. What happened to merit?

Four parts to her success formula:

1. Chess
2. Cake
3. Oprah
4. Mickey Mouse

The new world of tech:
We’re all really busy today.
Most people are distributed – we work from home offices, we communicate online and face to face time is less frequent
We often have to define the work we’re doing and the projects
It’s a different world and we have to think about our careers a little differently.

1. CHESS
Chess is about strategy. Like a game, you have to think of the work you’re doing as a series of moves. It’s gotta be part of a bigger plan. And what limits you is time and  energy.

Make sure you’re on the right path. Invest in something that’s going to make sense for you. Choose the right game to play. Pick what you focus on.

Build skills that are rare and valuable. You’ll earn more money, have more flexibility, have more control.

Following your passion is for suckers.

As you think about your career path – think about what your doing now that you really like. And then think about how to make those skills rare and valuable.

It’s a craftsman mindset. Think about your rare and valuable skills and then make a plan around it.

So Good They Can’t Ignore You by Cal…

Set aside time to be strategic. The idea of DELIBERATE PRACTICE.

The notion of spending 10,000 hours to get really good at something – new research shows that number may be more or less – what matters is the quality of what you’re doing and how you spend that time. Get thoughtful about how you spend your time.

Have a plan. Do you have a target? It’s hard to hit a target that you can’t see. You need a plan and a direction.

Make a list of your skills that are rare and valuable
Take time for deliberate practice

2. CAKE

A wonderfully baked cake is about getting great results. In a study at her former company, they asked people “what was the one thing that contributed to your success?” And it was getting results.

Make sure you’re doing work that matters. Every to do list item needs to answer a question “how does this help my company?” Can you tie this in a concrete way to business goals?

Work on the right things.

It’s not enough to just do your job. Fill in the gaps. You get paid to do your job. The more you add value, the more successful you’ll become.

A key part of doing more, is making sure that people know about it. Your manager is your most important relationship at work. Make sure your boss is your advocate and your mentor.

Not all bosses are good ones. But you can make your boss a good boss.

Make sure you have regular meetings with your boss. Build rapport.

If you’re only using one on ones to talk about work, your missing an opp. Ask questions like “what’s the most important thing for our team to accomplish this quarter?” or “is there a project like this that happened in the past that went really well?”

When they coach you and answer your questions, they’re investing in you. And it’s hard not to like someone that you’re investing in. Manage your manager.

If you have a lot of autonomy, no one knows what you’re doing all do. Make sure you communicate what your doing. Send regular status updates – every week. And make them short enough to fit on a phone screen.

Get good at estimating your time and be on time with your deliverables.

Be on time to things. Show up and be respectful.

Make the most of your time. Use it efficiently. The secret of time management is knowing what to do when you have a spare 15 minutes. Break your work up into 15 minute chunks so you can do something productive. Have a system. Think about how to work smarter (time blocking, pomodora ?)

Making it work for you:
Manage your manager – have regular meetings and ask good questions.
Share your status and make your work known
Be on time
Work hard

3. OPRAH

Like Oprah, your success and influence is really important. Successful people are influential.

Influence comes from power.  Power means that you have the ability to get things done, people listen to you.

Three sources of power to help you become more influential:

1.     Expertise – you have knowledge about a topic and people look to you. You know a lot about how your world works and how your company works. Build your expertise.
2.     Charisma – people do things because they like you, because of your personality. Read the Charisma Myth if you need more help. Some great leaders weren’t charismatic.
3.     Relationships – an area where all of us can be better. When you have great relationships, you get more done. Relationships are about trust. If you have no trust, you have no relationship. Think about whether you and your boss have a good relationship. Do they trust you? Your boss wants to know if you’re going to be a good investment in his/her time.

So think about how you build that trust.

How do you assess performance? Hours worked is not a good indicator. Features? Talk to the people that your people work with. 

Trust in an organization is all about the relationships in the org.

Elements of trust: Contribution, Reputation, Relationship Architecture

Relationship Architecture
Make two lists
1.     Who are the most influential people at your work?
2.     Who do you spend the most time with?
If there’s not a lot of overlap in your list, then you’ve got a lot of work to do. Your relationship architecture is all about your trust graph. The people who are influential are only going to get more influential over time? If they know about you and have good things to say about you, it helps…

Relationships are like filmstrips – every interaction with someone is like a frame in a filmstrip. Find ways to add frames to that filmstrip. Go out for coffee, have conversations, etc.

If you want to be really influential, rebuild bridges with people. Generate positive interactions with those people. If you’ve had an issue with someone in the past, ask them to help you with someone. Ask them for advice. When we help people, we can’t but help like them (see more on this from Benjamin Franklin).

It takes six positive interactions to counteract one negative interaction. Take the long term on rebuilding that bridge.

Where does success come from? It’s not from your work, but from people. These relationships and your influence is what you should work on.

And then you have more power, like Oprah.

How can you build better relationships?
Expand your relationship architecture; make influential connections with people outside your work

4.    MICKEY MOUSE

This one is about your attitude. Who doesn’t like Mickey?

Rate yourself on a scale from 1-10. Now think about what you need to do to be amazing. Write a few things down.

Imagine you come back from a conference and your boss has hired someone to replace you – someone who is way better than you. What do they do? Do they work more hours? Do they have more knowledge? What do they have that you don’t?

It’s less about how you work and more about the relationships you have. It’s these soft skills.

It’s not just about what you do, but how you do it.

Work on being better in those softer areas.

Be someone people want to work with. Inspire others and motivate them. Be a person that people want in their meetings because you add value.

Learn to be open to new ideas. Don’t be the person who just tells others all the way their ideas are wrong. Help other people foster and grow their ideas.

Bring solutions. Don’t just complain.

Don’t commiserate and jump on other people’s pity party bandwagon. Don’t badmouth people. When you bad talk and then act differently – well, that just erodes trust.

Empathy with a positive attitude. Don’t erode your own power and influence by falling to other people’s negativity.

Try to reframe the situation – if someone is negative, ask “why may that be?”

Think about the long term. How many people remember about stressful situations from five years ago.

Think about every speed bump as a chance to grow.

There’s no right answer. There may be some wrong ones.

Make others feel important. If someone talks to you, be present. Make other people’s days better. Have a good attitude.

Be coachable. Solicit regular feedback. Not “how am I doing?” but “I did this presentation, is there any way I could have improved the slides?”

And if they give you feedback that you don’t like it or don’t agree with it, take it as valid. Say thank you. Take it as a gift to learn from.

Making it work for you:
How are you coming to work?
Be present. Be an active member of the team.
Ask for feedback and try to be better from it.

So chess, cake, Oprah, Mickey Mouse = strategy, results, influence, attitude – all come together to make you more successful.


Time and energy are limited. Maximize your energy. Know when you write best (maybe not late afternoon, but morning – work to your energy flows).

Manage your email and social media. Eliminate distractions so you can use your time more effectively.







Wednesday, January 13, 2016

“Enablement: A High-Impact Corporate MOOC Strategy” #ATDTK

These are my live blogged notes from a concurrent session at ATD TechKnowledge 2016, happening this week in Las Vegas. Forgive any typos or incoherencies.

Sam Herring, Intrepid Learning -- “Enablement: A High-Impact Corporate MOOC Strategy”

The corporate MOOC – flip things. Instead of leading with the instructor’s knowledge, lead with business problem that you’re trying to solve. Motivation goes way up when you help people do their work in a MOOC.

If a credential really demonstrates market value for the individual, then maybe the individual will be motivated to complete the course (in a discussion of whether or not completion of a MOOC matters).

Collaboration is key.

If we need to develop our leaders to transform our business – and we need major behavior change – you may have a hard time convincing seniors leaders that technology based learning is the way to go.

Off the shelf content is so often not relevant and so no one sticks with it.

Case Study: Microsoft
Microsoft’s new CEO had an evolutionary strategy vs. a revolutionary strategy: Mobile First, Cloud First. Moving to a SaaS product. And so lots of change across Microsoft.

And so not a challenge that the learning team could just throw off the shelf content at.

Instead, partner with one of the world’s top business school programs and tailor it.

So Intrepid went out and talked to the top business schools. They were looking for those with a track level in innovation (not content, because they all had content).

Partnered with the largest executive ed program in the world: INSEAD (“The Business School for the World”)

Landed on:
3 8 week courses, multiple cohorts
Semi-synchronous, cloud-based
INSEAD professors
Intrepid Corporate MOOC platform
LinkedIn Certificates from INSEAD
Target Global Audience: 15,000 sellers

The Secret Sauce:
Motivation
Learner Centricity (keeping them in the course)
Business Relevance
8 week program
Tile-based design (similar to Microsoft or EdEx).


Elements of the course include:
High level senior leadership involvement from MS execs (videos laying the reasons…)
Earn your certificate in the program by earning a certain # of points – earn points by watching videos, completing assignments, weekly discussions, final assignment, giving feedback to colleagues on their assignments [“gamification with a purpose”]

Shot Microsoft sellers in the room (with people you might know), the Dean from INSEAD in the classroom talking – you feel like you’re in a program for Microsoft sellers.

The Dean then shares a case study and talks about Michelin, the French tire company.

Social forum on the case study. Collab and participation was off the charts. 80% participation across the course in all forums.

So this combo of world-class content, frictionless learning experience, and the context – this was working.

Assignments. Like a lab. You bring your biggest accounts and your apply this learning to your accounts.

In Week 5 – studying Value Chain mapping. The first thing they do after learning these concepts, is create a map – could be on a napkin. And then you answer a bunch of questions. This is the assignment which then folds up to a field report. You see how each learner is applying these concepts to their accounts – in a pinterest like feel.

[This course was not required. Completely optional.]

So for a 20 point assignment on mapping the value chain, people posted some amazing maps. This effort by students in an optional course, really blew people away.

This learning process becomes a mechanism for sharing best practices. Sharing their thinking about their own real accounts. Connecting people across the globe.

For the program, the metric that Microsoft execs really cared about was “account plans created”. This was the leading indicator. Lagging indicators were really strong, too (e.g., deals closed, etc.)

The whole challenge of engagement – the team was obsessing about how to drive engagement. The idea here is that the learners are leaving their fingerprints all over this course through discussions, etc. So they harvested this info through curation – moderators teed up the really interesting posts from the previous week. Or they created word clouds from different topics.

Another things that was awesome – with low-fidelity video – the Dean answered questions which he captured on his computer’s camera and uploaded to the cloud.

It doesn’t all need to be planned out to the nth degree in advance.

Created a simple leaderboard. Gamification with a purpose.

Have a verified badge.

“We want to be the place where technology sellers build their careers.” This badge helps build that brand for Microsoft.

Metrics
85% completion (for an optional course, 8 weeks, 3 hours a week)!
This has held constantly across cohorts. Cohorts are typically about 1,000 each.

From a business metrics perspective:
3,600+ account plans created (partial data only)
188 Readiness Indicator Score – this is a score within Microsoft that means a lot. 188 is high.
95% said the course will improve how they perform their job
A $25m deal was attributed directly to the financial acumen skills learned in the MOOC
99% overall satisfaction rate
This was the highest scored program ever within Microsoft. We more than rivaled engagement levels from face to face classes. We far surpassed it.

Best practices and lessons learned:

Exclusivity at scale – initial deliveries always positioned as exclusive opps for top performers – created sense of scarcity and exclusivity
World class content from top biz schools, relevant content, tailor to MS content
Clear expectations and communication – concise, twice weekly emails; pre-, midway, and end emails; course calendars, syallabus, FAQs, context tiles
Compelling learning experience: single seamless online tech platform; learner-first philosophy; intuitive, easily updatable interface – don’t put up barriers for the learner, make it as easy and frictionless as possible
Fresh content curation – moderators curate top posts of the week & questions for professors; professors respond to participants each week
Demonstrated ability – final assignment aligned to job function; peer review
Co-branded badges
Constant improvement – solicit feedback and adjust

A context tile at the front of each learning path that described what was going to happen drove completion

Microsoft is now going beyond skill based courses to product based courses