Horizon Point Consulting

Author: Mary Ila Ward

  • 3 Lessons in Effective Training from Inmates

    3 Lessons in Effective Training from Inmates

    My family and I had the opportunity to travel to Costa Rica this summer to serve with Voz de Liberta (Voice of Liberty).  They are “a non-profit NGO that is dedicated to sharing the message of hope to prisoners, former prisoners, their families and victims throughout the country by providing comprehensive assistance.”  It was amazing to see the work they are doing, in particular in the APAC (faith-based) prison they run.  

    Through my time there, I found that the prisoners taught me a thing or two about how to do training well: 

    1. 2 by 2:  We sat in on a training class on the gospel of Mark. There were two instructors facilitating the class of about twelve people. When I asked the director about this, he told me that all their training classes are taught by two facilitators. When I asked why, he simply stated that it provides for diversity of thought and delivery that is beneficial for the participants and the facilitators. We may see this as inefficient in the United States, but it seemed to be a model that makes the training more effective.  

      At HPC, we frequently send two trainers, so that one person can learn from a more seasoned trainer or two styles or levels of expertise can be shared.  Each person brings different experiences, learning styles, and personalities to the group, and with two trainers it is more likely for a diverse audience to be reached effectively with a team approach. 

    2. Everyone can and should lead. I hope you noticed in the first lesson that the classes are not taught by outside facilitators. They are taught by the inmates themselves. The team at Voz de Liberta (three full time people and more than eighty volunteers) are constantly equipping the inmates to lead.  This makes their ministry not only scalable but also more effective. 

      The model of training in the prisons is also designed to multiply leaders/facilitators.  Each training class facilitated by two people is designed to identify two more people to be trained to be trainers. The mindset here is that everyone is valuable and capable of leading with the right training and tools.   

      In addition, in the faith based prison, everyone takes a turn leading what they call “motivation” that occurs before lunch everyday.  There are about 90 prisoners in the faith-based prison and they take turns leading the motivation that involves roll call, announcements, and prayer.  We were fortunate to be there on a day when a prisoner was slowly but faithfully calling roll. The director leaned over to me and explained that he was learning to read and was currently taking first grade classes in the prison.  I would guess he was about 45 years old.  With a smile, he worked through all the names and then started on the announcements.  It was a privilege to witness. 

      I think so often we separate the educated from the uneducated, the haves from the have nots, the young from the old, the prisoners from the non-prisoners, the experts from the non-experts.  When we create these binary categories, we leave no room for learning and growth on either end of the spectrum.  We can live on a continuum where we are constantly seeking to equip and learn from each other.  I know I learned more from the man slowly calling roll in Spanish that he will ever learn from me.  It’s amazing what can be done when we see people as capable first and then treat them as such.  

    3. Who, then what, then how.  The training class followed a model of who (in this case Jesus and the inmate participants) in order to build self awareness. Next, it focused on now that I know who (me) I should focus on what I need to do.  Then, once I understand what I need to do, I need to know how to do it and be able to practice that how over and over.   This was a simple model to follow, but one that was grounded in the belief that self awareness comes first before any planning or action takes place.  And that in order for the training to be effective, practice (how) has to take place in order for behaviors to change.  

    The experience in Costa Rica flipped the way I see many things.  It did so for my husband and my children as well.  I hope we will take these lessons to inform what we need to do next and then practice how over and over again. 

    What do you think makes training effective?  How have you learned from those you least expected to teach you? 

  • How to conduct an effective one-on-one meeting

    How to conduct an effective one-on-one meeting

    I’ve been experimenting with the Ink and Volt One On One Pad to help me organize my thoughts.  I organize around these 4 four pillars: 

    • Current work
    • Future work (business development and proposals out)
    • Short and long term development priorities for the person I’m meeting with
    • Personal needs/support

    I use our Insightly software to refresh my memory on what everyone has going on with the first two (the software calls these “Projects” and “Opportunities”) before the meeting. I record these things on the Ink and Volt pad.  I also take a look at each person’s task list in Insightly before the meeting.  Doing this always makes me keenly aware of how on top of it everyone on our team is.  They are always juggling multiple priorities to meet multiple current and future client needs by living two of our other values- Passion and Productivity. 

    Usually, the person I’m meeting with that is driving hits all of these pillars without me having to.  If they don’t, I circle back around to things I have on my list once they are finished with theirs.  Sometimes the meetings are more focused on one of these things more than the others, but I always try to hit all of them. Some people gravitate towards needing to talk about one pillar over another and it is my job as a leader to make sure I follow their lead on the needs they have.

    1. One-on-ones should lead to a greater team dynamic. We used to spend way too much time in our whole team quarterly planning meetings talking through current projects. Invariably, one or two team members were focused on the project but the others weren’t.  We were wasting other people’s time talking through every project and every proposal as a team. While it’s valuable for everyone to understand each other’s work load, spending thirty minutes of a half-day team meeting on one project in which only part of your team is involved is a waste of time and effort.  Therefore, we have made sure that when a quarterly meeting is coming up, we have one-on-ones the week before if possible.  Needs that involve the whole team come up during the one-on-ones and then can be discussed at the whole team meeting where collaboration needs to take place.
    1. Finally, one-on-ones should focus on open feedback and communication. If tough issues aren’t coming up from time to time (both personal and professional) in these meetings, then something isn’t being done right.  One-on-ones should be a place where psychological safety is being demonstrated- both ways.  If all conversations in one-on-ones are surface level and tactical, then no one is growing.  

    We also spend one or two one-on-one meetings a year facilitating our Leaders as Career Agents process which dives deeper into development priorities, and at times, we schedule a longer meeting if we need to take a deep dive into a specific project, proposal, or issue. 

    How do you make your one-on-one meetings the best they can be? 

  • Mom, I’m Bored

    Mom, I’m Bored

    “Mom, I’m bored,”  said one kid from the backseat after we told them NO MORE DEVICES on a road trip to kick off the summer. 

    You see, devices for them create the stimulation that makes them, well, crazy. 

    So after allowing them on the first leg of the trip without any constraints, we put a cease and desist order out on all devices and prayed we wouldn’t all kill each other over the course of the next hundreds of miles. 

    Our trip began with a desire for our kids to see all 50 states before our oldest leaves for college in six years. With this in mind, I had the grand idea to create books where they could write and draw about what they wanted to see, what they did see, and what they liked and didn’t like about each place we visited throughout the years. 

    With devices in hand, these books sat empty.  

    After the electronics were taken away and after a few “I’m bored” whines came from the backseat, the books came out. 

    And what was inside them was nothing short of creativity on full display. 

    Our oldest is into shoes now and he started drawing them. 

    Our middle created fun facts and drawings about each state we visited, and then created drawings where she narrated the story line she had also created about the images.  Apparently, limes can be our friends. 

     

     

     

     

     

     

     

     

     

     

    Our youngest drew what only he knew them to be, but then told us, “This one is a flower, this one is a roller coaster. Mommy, can you draw me an alligator?” 

    And so I got in on the creative process and drew just that.

    As we’ve focused on creating space all year at Horizon Point, the point that space is absolutely needed to innovate and create has been a key theme.  

    But first, before we can have the space to create and innovate, we probably need to create some space to be bored. 

    In fact, research supports just this. Boredom is the spark that creates the flame. 

    To facilitate some boredom that leads to your mind seeking something that leads it to create and innovate perhaps we all should: 

    1. Don’t Look Down. Put a cease and desist order on your devices.  All of them. 
    2. Get away. Get somewhere you aren’t normally. See the novel. Take a road trip. 
    3. Look Up. Pay attention to your surroundings.  
    4. Capture. Have something that can capture your creativity once you get bored, like our kids “diaries” as the little one calls his. 
    5. Collaborate. Maybe you might be drawn to draw a little something out of the norm like my alligator. 

    Turns out boredom also may help get the crazies out.  It’s good for our mental health too.  Our kids were much less on edge once we swapped the devices for the space to create. 

    How comfortable are you with being bored? 

    More on this topic: 

    The Creative Benefits of Boredom from HBR

  • 6 Tips to Help You Unplug for Your Vacation

    6 Tips to Help You Unplug for Your Vacation

    With 4th of July being the unspoken week of summer vacations, it’s time to consider- does anyone every really truly go on vacation now days? By a true vacation I mean no work is done. None. No emails, no voicemails, no finishing up a project, starting a project or even thinking (and therefore procrastinating) on a project.

    In a world of constant connectedness, I’d venture to guess most people don’t actually unplug completely from their work. According this article, more than half of Americans plan to work while on vacation.

    But if you are headed on vacation or on vacation now (wait, does reading this count post as “working”?) here are some tips for unplugging while on there:

    1. Get your stuff done before you leave. Practice productivity before going which will eliminate the need to work while away.
    2. Schedule time when you get back to catch-up. Block your calendar for a day or two after you return with no meetings or scheduled activities to eliminate the pressure of having to get through 987 emails when you return with no time to do it. Post-vacation laundry can be a beast. Don’t forget to schedule time to catch up on the household items that need to be attended to as well after returning from vacation.
    3. Eliminate the temptation to check in with work. Don’t take your computer with you, go where there is no internet connection (is there such a place now?) and if you have a phone dedicated just to work, leave it at home.
    4. Set clear expectations with colleagues/clients before departing.  Tell them how long you’ll be away and establish that you will not be checking in via email, phone or text.  Ask that they respect your vacation time and reciprocate by respecting theirs. Set up automated out of the office responses with a date of when you will be able to get back in touch. Date it at least one day after you return.
    5. Take for pleasure reading with you and schedule for pleasure activities.   Take that novel you’ve been dying to read (or movie you’ve been waiting to watch) or that cooking magazine you’ve been trying to look at for the past three months and haven’t ever gotten to. Book the massage you’ve been wanting.  By taking time for pleasure reading and scheduling for pleasure activities, you’ll eliminate the desire to turn to business reading and/or checking emails.  You simply won’t have the time or desire to do it when you are enjoying something else.
    6. Realize that vacations are more often than not a time connect and build relationships with those closest to you. Most of us don’t take our vacations solo. If you are venturing out on a vacation this week, more than likely family member(s) or close friend(s) will be with you. Vacations are a time to rejuvenate as individuals, but also a time to rejuvenate the relationships that mean the most to us but may have been neglected somewhat by competing work demands.  You’re on vacation, so don’t let work get in the way of relationships (you shouldn’t ever let this happen, but that that’s a topic for another day). Don’t let your spouse or your kids define the time away by the number of hours mom or dad spent checking email.

     

    How are you unplugging on your vacation? Tell us how you do it and we’ll reward you with a $50 Starbucks gift card to help you unplug (or replug) more!  We’ll pick a winner on Tuesday, July 8th. 

    Some of the ways I’ll be unplugging while taking a little 4th of July sabbatical:

    unplug picture

  • 4 Workplace Innovations on Repeat

    4 Workplace Innovations on Repeat

    Earlier this week, I had the opportunity to serve on a panel discussing workforce and skills challenges created by the automotive industry’s shift to electric vehicles (EVs).  

    I’m no expert on EVs.  I’m no expert on cars. 

    But I drive one. And it broke down at the end of last week. 

    I got off the interstate from a work trip, headed into my hometown on a highway connecting the interstate to my neighborhood.  When I went to accelerate on the highway, the RPMs jumped way up, and it did not want to shift gears for me to accelerate effectively. Luckily, I got home going about 10 miles per hour, not trying to force the car to shift into second gear. 

    We had it towed to the dealership where I was told that the issue was “probably the transmission.”  I was then told it would take two weeks to get a technician to diagnose it. Then, if it was the transmission, it would be about two months before they could get to it.  

    I took a deep breath (I’m in my car A LOT, I’m not quite sure how to go without a car for a day, much less two months) and asked, “So is the challenge you all are dealing with because you don’t have enough labor?”

    He breathed a sigh of relief- I think he was afraid I was going to bless him out- and proceeded to tell me in great detail about all the labor challenges they have. Namely, that they had the only transmission guy in our county and that it takes two to three years to train someone effectively to fix transmissions.  He also told me there were 40 cars in front of mine if it was, in fact, the transmission that needed to be replaced. 

    We have a workforce shortage with the current labor skills needed to make and fix cars.  If we can’t handle the current challenges, how can we expect to handle future ones?  The good news is EVs don’t have multi drive transmissions, I have learned :).  Do we have people trained to work or gearboxes (my understanding of what replaces a transmission)?  I doubt it. 

    This is not just a phenomenon in the automotive industry, it is in almost all of them. As we innovate products, services, and technology exponentially, we’ve also got to continuously innovate our workplaces through people practices.  And, unfortunately, we are lagging behind here, thinking that what worked yesterday will work today.  It won’t. The labor force is telling this loud and clear. 

    We also need to capitalize on the opportunities brought about by innovation that can help us rethink the workplace and how work gets done and in what types of cultures it can succeed. 

    I think we could all take a good look back at the automotive industry and how Henry Food transformed it approximately 100 years ago to help pose us well for the next 100 years:  

    1. Early Exposure Matters: Henry Ford showed that early exposure to a variety of skills and work opportunities need to be widespread and that skills in one industry are readily transferable to another.  For example, Ford grew up on a farm. He taught himself to fix watches and this helped him learn basic mechanical skills. These skills, no doubt, helped him in creating “horseless carriages.”
    2. Learning by Trial and Error: This tinkering also shows that Ford learned by trial and error.  By doing. Failing. Trying again, and again, until it worked. 

    We need to be applying these truths in our homes and schools.  Exposing kids at an early age to a variety of domains and subjects and ways of thinking and giving them tools to “tinker” with is necessary for them to learn by trial and error.  I would also postulate that time to be “bored” fosters this tinkering too.  When kids are over scheduled, they don’t “play” and therefore they don’t “tinker.”  

    1. Compensation Matters:  Ford’s company was plagued by very high turnover rates.  According to The Henry Ford Foundation, “Turnover was so high that the company had to hire 53,000 people a year to keep 14,000 jobs filled. Henry responded with his boldest innovation ever—in January 1914 he virtually doubled wages to $5 per day.”   Ford realized that he needed to pay people a premium for the repetitive work they were doing, and that doing this would help lower costs, not raise them.  He also was very clear that the people he employed needed to be able to afford what they were producing.
    2. People don’t want to work all day, every day. They are more productive when they don’t.  Ford is largely credited with the creation of the 40-hour workweek (although union pressure may have led him there). He changed the workweek from six days to five without changing compensation. We are now in a world largely talking about the value gains in a four-day workweek. As innovations increase productivity, should people be able to take advantage of these gains to work less with the same pay? Or should we at least provide people with autonomy to decide how to do the work in order to produce the results that are needed?  I think these are discussions of merit. 

    Innovating is not just about creating something from scratch.  It also includes recycling the old to create the new. 

    How will you innovate your workplace through old lessons learned?