1. Driving Impact of 1-Day Trainings University Human Resources THROUGH WRAP - AROUND SUPPORT

2. Set Your Intention Why did you choose to attend this workshop? How will it add value to your work or organization? Who will you share the learning with and when? How will you apply what you learned? T AKE ONE MINUTE TO WRITE A SHORT GOAL FOR THIS SESSION.

3. Agenda 1.T HE K NOWING -D OING G AP 2.U NDERSTANDING TRAINING IMPACT BARRIERS AND DRIVERS 3.T HE W RAP -A ROUND MODEL 4.C OST 5.R ESOURCES 6.Q & A

4. Placeholder: Polling Questions W HAT PERCENT OF TRAINING PROGRAMS ACHIEVE HIGH LEVELS OF APPLICATION ? A: 20% W HAT PERCENTAGE OF MANAGERS VIEW L&D AS ESSENTIAL TO BOOSTING EMPLOYEE PERFORMANCE AND BUSINESS RESULTS ? A: <33% S ETTING GOALS WITH A MANAGER BEFORE ATTENDING TRAINING SIGNIFICANTLY INCREASES THE RATE OF APPLICATION : (T RUE, F ALSE ) 4

5. Highly Satisfied Learners Are No Better Off 5

6. 6 High Application = High Performance High levels of learning application boost employee performance Impact of Learning Application on Improvement in Employee Performance Source: Corporate Executive Board, Learning and Development Roundtable research.

7. What Drives Value? 7 BeforeDuringAfter RESULTS 50%

8. Failure to Achieve Impact ≠ Bad Training S O WHAT DOES SUPPORT APPLICATION BACK ON THE JOB ? 8 Goals set in advance Impact Drivers Manager Support Clear payoff Relevance Can apply learning right away Opportunities for reflection and practice Accountability

9. Stanford’s Model 9 Create Focus & Build Intentionality Provide Quality Learning Interventions Support Performance Improvement RESULTS 50%

10. Create Focus & Build Intentionality Set Goals and Intentions Sent to facilitator * Preferably with Manager Facilitator Review Adjustments made to meet participant needs Start with Goals in Mind Focus participants to begin the day 10 Create Focus & Build Intentionality

11. Stanford’s Learning Plan 11 What do I hope to learn and why? How will I support my learning, track progress and gather feedback? I need the following support from my manager to be successful: What would success look like? How will I measure success at three months, six months and one year? My Intention My Vision of Success My Support Manager Support My Action Plan Where/when/how will I apply my learning? What strategies will I use if I find myself reverting to old habits?

12. Sample: Email in Advance W E LOOK FORWARD TO SEEING YOU AT THE L EADING E FFECTIVE M EETINGS W ORKSHOP ! B ELOW ARE SOME QUESTIONS TO GET YOU THINKING ABOUT THE TOPICS YOU ’ LL BE WORKING ON IN THIS SESSION. P LEASE COMPLETE THIS ASSIGNMENT PRIOR TO THE WORKSHOP AND THEN BRING IT WITH YOU TO THE SESSION. T HINK ABOUT THE MEETINGS YOU ATTEND AT S TANFORD. I N GENERAL, WHAT WORDS WOULD YOU USE TO DESCRIBE THEM ? L IST THOSE WORDS BELOW. M Y ANSWER : C OLLEAGUE 1: C OLLEAGUE 2: I N YOUR OPINION, ARE LIVE MEETINGS REALLY NECESSARY ? E XPLAIN YOUR ANSWER. M Y ANSWER : C OLLEAGUE 1: C OLLEAGUE 2: T HINK ABOUT SOMEONE WHO IS AN EXCELLENT MODEL OF LEADING EFFECTIVE MEETINGS. W HAT IS SOMETHING HE / SHE DOES TO MAKE MEETINGS EFFECTIVE ? M Y ANSWER : C OLLEAGUE 1: C OLLEAGUE 2: T HE FOLLOWING QUESTION IS JUST FOR YOU. (O F COURSE, IF YOU WANT FEEDBACK FROM OTHERS, FEEL FREE TO ASK.) A S A MEETING - LEADER, MY GREATEST STRENGTH IS : A S A MEETING - LEADER, MY GREATEST CHALLENGE IS : S USAN AND L ORI 12

13. 13 “List a few of the crucial conversations that, if handled well, would make your life better and would improve results”

14. Provide Quality Learning Interventions Focus on Practice People learn by doing, not by listening Use Real Issues Challenge participants to use real scenarios Commit to Action Leverage participants to provide accountability 14 Provide Quality Learning Interventions

15. Support Performance Improvement Drive Application Remind the participant of their goals, and offer both short- and long-term opportunities for application Support the Manager Tell the manager when training complete and offer tips to support the employee in applying the learning Follow Up on Key Learnings Ping participants after two months to remind them of key concepts and how to apply them 15 Support Performance Improvement

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17. Hello, Manager Academy Alumni! On Friday I spent 5 hours waiting for a delivery that never showed up. My first call to the company resulted in a response that it would be there, and then the person hung up. The second call resulted in learning that the delivery had never gone out on a truck, and it would be delivered Monday, “maybe”. It was offered to me to be transferred to the branch manager’s voicemail to leave a complaint. Which leads me to the question for today’s deep dive: How do you get your employees to be accountable for success, even when you’re not around? You need to create a “culture” of accountability. This blog post summarizes the ideas in The Arbinger Institute’s book “Leadership and Self-Deception”. They look at accountability in terms of a model of what happens when we fail to do for another what we know is right. The post also makes reference to the book “The Oz Principle”. “Leadership and Self-Deception” talks about being “in the box” or “out of the box”; “The Oz Princple” talks about being “above” or “below” the line, but both focus on our own awareness of whether we are “doing the right thing”. (If you want to read “Part 1”, see this link.This blog While I find these to be powerful models, it is not the easy road. To implement an approach like this requires each of your employees to develop self-awareness about their own behaviors, and the desire to change them. That comes from your own skillful coaching, and leading by example (in other words, be able to have this self-awareness yourself first). It does not come from simply “holding them more accountable”. In fact, sometimes, as illustrated by this video, the most powerful lessons come from not being “held accountable”.as illustrated by this video And with that, I need to go wait for a delivery….again. 17

18. Money 18

19. Make a Commitment F IND A PARTNER. L OOK BACK AT THE GOAL YOU SET FOR YOURSELF AT THE START OF TRAINING. W ITH YOUR PARTNER, SHARE HOW YOU WILL APPLY WHAT YOU LEARNED TODAY AND BY WHEN. 19

20. On Your Flash Drive P OWER P OINT D ECK E XAMPLES OF P RE AND P OST W ORK S AMPLE EMAILS TO PARTICIPANTS M Y CONTACT INFORMATION 20

21. Your Turn Q & A 21

22. Contact Information M EGAN M C D EVITT T ALENT P ORTFOLIO M ANAGER S TANFORD U NIVERSITY H UMAN R ESOURCES M EGAN. MCDEVITT @ STANFORD. EDU (650) 725-7318 22