1. Momentor How-To Guide 1 Maximizing the Benefits of using Momentor for Coaching

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3. The value of... Momentor is an online personal development planning platform to support the transfer of learning into actual behaviour change. How it works... 1. Choose a development area and set a goal. 2. access recommended resource aligned to your goal (from an extensive resource library). 3. Create a practice plan and invite a support network of goal mentors. 4. Keep going Momentor will Send you gentle nudges to keep you on track. 5. request feedback on how you’re doing, using goal evaluation, so you know it’s working!

4. 4 Log in… You will receive a link via email inviting you to begin your development journey, using Momentor..

5. 5 Creating your first goal

6. 6 Creating a goal Choose a suggested goal related to the particular category you have selected. Or alternatively if you prefer, you can click here to set your own personalised goals

7. 18 Finalizing Your Goal in 3 Easy Steps STEP 1 You have an opportunity to finalise the wording of your chosen goal outcome, you can keep the pre-defined description or re-write it in your own words. STEP 2 Creating a date for reminder to evaluate goal progress – THIS IS A VERY IMPORTANT STEP as this will prompt an email on this date to encourage you to go out and request feedback on how you’re doing. This step is mandatory otherwise you can’t carry on. Be realistic about the time it will take for you and others to notice that you’ve made progress, some goals will be more complex than others. Requesting feedback at a later date will provide evaluation data on whether you’ve improved – this will help you to know if you’re on track. See how to Request Feedback in a later slide.

8. 8 Setting a timeline

9. Momentor will remind you.. 9 Momentor sends out a reminder email every week asking you about your progress and reminding you of your goals. You can find all your trackable activity in your development feed.

10. Momentor Features and the 70/20/10 Rule Lombardo & Eichinger (1996) 10 Action Items and Practice Plans Goal Mentors Competency Based Resource Library

11. The 70/20/10 Rule Revisited DDI/Conference Board Global Leadership Study (2014-2015)

12. 18 Optional: Choosing Development Mentors/Partners STEP 3 This is an optional step, you can invite some development partners which Momentor calls Goal Mentors. Theses are people/peers who can offer support as you try new skills & behaviours – we know a support network can make the difference when trying to change our behaviour! Goal Mentors will be notified directly via their email inbox of any action items (resources) that you add to your development plan as well as your practice plans so they can continue to encourage you and offer comments along the way. *This is an optional step but if you can think of 1 or 2 or more people who you can count on for support as you try on some new behaviours for size we know it will help you get there. Research shows people are more likely to be successful by making their intentions ‘public’ by telling others what they’re working on. If your line manager is actively involved then even better!

13. 13 Adding Action Items Action items are tasks or things that you can easily identify as either completed or incomplete. Add your own or select from our recommended action items from our resource library. Once you have added actions, click the ‘Back to goal details’ button The next step is to click on ‘Teach me about practice plans’.

14. 14 Practice Plans Practice Plans have two parts. Momentor prompts you to share your practice plans with your goal mentor.. The first is the situation, or the trigger, where you'd like to behave differently The second part is what you commit to do more, less or differently when you experience the trigger

15. 18 Finalizing the Practice Plans Part 1 gets you to think about a time or a situation that will act as a trigger for you to try doing something new behaviourally, whether it’s more, less or differently. E.g ‘in every team meeting I will let other people speak first before offering my opinion’ Momentor asks you to diarise specific times to act as a trigger for you to commit to implementing your practice plan. Part 2 asks you to articulate specifically what you commit to practice E.g I will ask other people for their thoughts without interrupting and summarise what I hear first before I offer my own ideas. The more specific and observable these statements are the better. *You can create as many practice plans as you wish per goal Once a Practice Plan is set up, Momentor will send out polite reminder to “nudge” you into action.

16. 16 Summary Page

17. 17 After a period of time of practicing your Vital Few in line with your Practice Plan, request feedback.. You can (and are encouraged to) seek and invite feedback from a range of individuals on your development progress for example your line manager, goal mentors and colleagues/peers/direct reports Use the button on the Practice Plan summary page to ‘Request Feedback’ or by clicking on Goals at the top taking you to Your Goals – click on show details and you can ‘Request Feedback’ from here too. Evaluate – Feedback on your Development Progress

18. Momentor will remind you.. 18 Momentor sends out a specific reminder to prompt participants to initiate goal feedback after deliberate practice to measure goal success and progress

19. Momentor will remind you.. 19 Momentor also sends out a weekly reminders to prompt participants to follow up on their goal progress

20. Evaluate 20 You can also customise your invitation text.. Verify the goal you have been working on Then invite raters to provide feedback on your progress– this can be for example, from your peers, your goal mentors, your line manager etc.

21. What your feedback nominees will receive 21

22. Remember… 22 Momentor Goal Evaluation: Is NOT a reassessment of your initial 360 feedback assessment Provides you with robust, tangible data to support your effective development and behavior change Will provide you with a real sense of personal achievement and motivation when you see the results of your efforts being recognised.

23. 18 Knowing You’ve Made Progress Verify the goal you have been working on…. …then invite people to provide feedback on your progress – this can be for example, from your peers, your goal mentors, your line manager etc You can also customise your invitation text.

24. 18 How Will You Know You’ve Improved? You can ask for feedback on one goal as many times as you wish. Momentor provides a graphic summary of goal feedback results to show continuous improvement over time.

25. Using the Resource Library Particular resources will be suggested in line with the goals you have created, however, you can click on the Resource Library Tab at anytime to explore the entire library 25 You can access a wide selection of… Articles Audio Books On-the-job activities Video Websites/ blogs Workshops/ Seminars Your resource library will be based on, and linked to, your specific competency model

26. 26 Content is maintained and updated weekly by a dedicated team of HR and OD Momentor professionals

27. 27 Settings in Momentor

28. Reporting..

29. Talent Development Top Barriers to On-The-Job Learning DDI and The Conference Board's Global Leadership Forecast 2014/2015 1.Poor post-learning feedback from the manager 2.Not enough opportunities to apply the learning 3.Weak connection to professional development plans 4.Not being held accountable for using learning 5.Low relevance to business 6.Low relevance to job Momentor Feature Practice Plans Weekly Reminders Goal Evaluation Competency Based Goal Setting

30. Peace of mind – employees receive 12 months of targeted support to help them achieve their behavioral change goals Tangible individual and group metrics about actual behavior change Sustained learning and improvement long after a development intervention Insight into continuous individual development activity Measurement of continuous improvement across individuals, groups and the whole organization An enhancement in staff motivation following successful goal feedback Advanced reporting which is easy to access and interpret within the Momentor platform ROI evaluated at the behavioral level across all participants at the end of a program (% improving) and by a single question in the Coaching Process Evaluation What’s in it for the organisation? Ability to upload company specific resources to the Momentor resource library A “Recommended” tab in the resource library - lists only the "top" recommended resources in line with specific goals

31. Behavioral Engineering Theories Behind Momentor 31 TheoristElements of ChangeMomentor Features Prochaska & DiClemente (1983) Transtheoretical/Readiness to Change Model360 Goal Wizard McCall, Lombardo, & Morrison (1988) 70/20/10 Development ModelGoal Setting—Action Plans Gollowitzer, P. (1999)Implementation Intentions as Triggers for Behaviour Change Goal Setting—Practice Plans Fogg, BJ (2014)Persuasive Design—Behaviour Change goals Based on Time-Frame (e.g., one-time vs. permanent) and Type (e.g., start, stop, increase, decrease, etc.) Goal Setting—Outcome Goals, Action Plans, and Practice Plans Ariely, D. (2009)Predictably Irrational—People Have a Natural Tendency to Underestimate the Influence of Factors Affecting Behaviors Goal Mentors Deci & Ryan (2002) Pink, D. (2009) Goldsmith, M. (2002). Self-Determination Theory Posits that Autonomy, Competence & Relatedness/Purpose Drives Behaviour Change Goal Evaluation/Progress Pulse Heath, C. & Heath, D. (2005)Switch—Environmental/Cultural Issues Affecting Behaviour Change Coaching Portal Thaler & Sunstein (2008)Nudge/Behavioral Economics—Choice Architecture (Libertarian Paternalism) Reminders (email/text)— Practice Plans, Goal Progress & Goal Evaluation

32. Selected References Nowack, K. (2014). Taking the Sting Out of Feedback. Talent Development Magazine, 68, 50-54. Mashihi, S. & Nowack, K. (2013). Clueless: Coaching People Who Just Don’t Get It (2nd edition). Envisia Learning, Santa Monica, CA. Nowack, K. (2013). Manager View/360. In Leslie, J. (Ed.). Feedback to managers: A review and comparison of sixteen multi-rater feedback instruments (4rd edition). Center for Creative Leadership, Greensboro, NC. Nowack, K. & Mashihi, S. (2012). Evidence Based Answers to Ten Questions about Leveraging 360-Degree Feedback. Consulting Psychology Journal: Practice and Research, 64, 157–182 Nowack, K. (2009). Leveraging Multirater Feedback to Facilitate Successful Behavioral Change. Consulting Psychology Journal: Practice and Research, 61, 280-297 Nowack, K. (2006). Emotional Intelligence: Leaders Make a Difference. HR Trends, 17, 40-42 Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.), Intervention: 50 Performance Technology Tools, San Francisco, Jossey-Bass, Inc., pp.34-46. Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback intervention. Training and Development, 53, 48-53. Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and Development, 52, 69-79. Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, 28-32. Nowack, K. (1997). Congruence between self and other ratings and assessment center performance. Journal of Social Behavior & Personality, 12, 145-166 Nowack, K. (1994). The secrets of succession. Training & Development, 48, 49-54 Nowack, K. (1993). 360-degree feedback: The whole story. Training & Development, 47, 69-72 Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management development. Human Resources Development Quarterly, 3, 141-155.