Recent global events have necessitated a shift in the way training is currently delivered. Gathering learners in the same physical location is, for obvious reasons, something of a challenge right now, but reposition your thinking a little and the current climate can be the perfect opportunity to try something new. It could be the chance you’ve been waiting for to engage in a totally different way. Whether you’re just starting out on your learning journey or an old hand, we hope these tips will help you to create and deliver some meaningful and beneficial training in these unusual times.

Consider the mind, spirit, and body.

Training, be it virtual or otherwise, primarily has one objective, to change behavior. In its broadest terms, organizational change arises when people do things differently. That means not just passing on information, but also creating the desire and ability to use it. In short, to be successful learning needs to be; understood (mind), felt (spirit), and acted upon (body).

If learning, particularly in the digital context neglects any of these elements’ success may be elusive. Think of it as a three-leg stool, if anyone of the legs isn’t there the stool can’t stand up.

Distance learning is good at engaging the mind when it delivers information in logical “chunks” that help learners understand what they should be doing.

To engage the spirit, there are lots of options available and the key is knowing what really works for your learners and then showing it, instead of just telling it. For example, a ‘Town Hall’ session by the Chief Executive can reiterate the importance of what’s being learned from a commercial perspective and contributes to the learner’s sense of belonging. Or an emotive story from a customer’s perspective can be enough to motivate change through a desire to make life better for others.

Engaging the body is all about practice, practice, practice. Does your program provide learners with the chance to try new things and apply their new skills? Does it show them the consequences and outcomes of their actions in a safe environment? Realistic scenario-based questioning is a powerful way to achieve this. Other techniques include group and 1:1 roleplay, or offline study materials that learners can access in their own time.

Experiment with different approaches and formats.

One of the biggest advantages of digital distance learning is the sheer number of different formats available so you can choose the approach that is best suited to your content and message, here are a few examples:

Each of these approaches has its own set of ‘off-shoots’ to explore. Video for example; could you make a short teaser that gets people warmed up and wanting to find out more about your content? Maybe a documentary-style video that dives deep into a topic and explores real stories to both entertain and get people thinking (think Tiger King?) Or could it be interactive storytelling where the learner is part of the decision-making process.

In summary, don’t feel like you’re limited to just one delivery approach. Use different forms that connect with and engage your audience, while emphasizing your content.

Consider the journey in its entirety

Talking about learning as a journey may sound a bit too … fluffy for some, but the reality is, it’s exactly that, a journey! Learning something new is rarely a one-off event. It’s a process that involves taking onboard information from multiple sources, then forming and reforming that into knowledge that can be applied in the relevant context.

When it comes to content for distance learning it’s important to set realistic goals for this learning opportunity. What I’m learning has to be leading me somewhere, towards a new ability, a skill, an achievement that’s relevant to what I do or what interests me. Without the physical environment of the training room, we need to ensure that our content is pushing towards these goals, now more than ever.

Ways to achieve this include:

• Be clear about the purpose and outcomes of the training from the outset and reiterate that message regularly.
• Ask the learner to record their level of competence before the training, then replay that to them at the end so they see how far they’ve come.
• Break the training down into easily digestible bite sizes pieces, each with smaller objectives that contribute to the overall learning goal.
• Provide the learner with regular opportunities to show their knowledge through quick quizzes and performance feedback.
• Ensure that every bit of content you cover has a clear and direct link to the overall learning objective. Learners should never be asking “Why am I doing this?”
• Conclude the training by restating the purpose and summarizing the new skills and knowledge the learners have gained.

Sorry, we don’t do ‘passive’ here!

Think about the journey your learners are about to undertake. Is it passive or participative? for example;

A passive task is “watch this”, “read that” or “answer these questions.” It’s an activity that lacks a defined purpose and inevitably raises the question “Why?”.

An active task is more along the lines of like “find out what you can about this, and then…” or “analyze the customer feedback so that you can…”. These types of activities make it clear to me why I’m doing it and the purpose it serves in the context of my learning journey.

To be clear, it’s not just a matter of re-wording a task description and saying that it’s active; the learner has to be able to see this as part of the bigger picture that will ultimately lead them towards their learning objectives.

(Don’t) give it everything you’ve got

This may sound a bit counter-intuitive but when it comes to distance learning is completely justified and acceptable. It’s very tempting to think of a digital course, especially eLearning, as ‘lets through it in there and see if it sticks’ when it comes to the content. In a word, don’t!

In a traditional classroom format, it’s unlikely that you’d give each learner an entire 95 -page SOP manual to read. In the digital realm though, technically (and ethically) speaking, you can. It’s just bits and bytes after all. But in reality, you probably shouldn’t. An overload of information often leads to poor retention and lower engagement, distance learners value the input most when the level is ‘just about right’.

For every element of content, you include, be it text, video, audio, or anything else, ask yourself whether your learners absolutely need it. If you’re unable to answer with a resounding yes! then you to think about removing or replacing.

Finally, …

Remote digital learning doesn’t have to be painful but getting your own blend and mix just right can take time. The trick is to be patient and try lots of different things. These unprecedented times can be the perfect ‘litmus test’ for your digital learning design ideas. Regardless of whether this is your first foray into the wonderful world of digital learning, or you’ve already ‘been there and done that’ we hope these tips have given you food for thought and will help in your own digital learning journey.

For obvious reason, the learning environment is changing, with many companies now adopting a more ‘virtual’ approach to training. As with any new experience, there is a period of adjustment that needs to be gone through, but the pros of digital learning can certainly outweigh the cons. Here are some of our top tips on how to embrace the new normal.

Digital Learning 101

• Try something new. With change comes the opportunity to try something new. Resistance to a different way of doing things becomes less prevalent and what may have been considered ‘too risky’ to try in the past could now be the liberating way forward. Digital learning, the blended journey and virtual training can all be part of a brave new world.

• Allow for technical issues. Allow within your design space for the inevitable distractions that are part and parcel of the virtual environment. The shaky internet connection, the ‘I can see you, but I can’t hear you’ scenario, the dog barking at the kids (or vice versa), can all make for a stressful virtual session for both presenter and participant. Try to Include a Producer in your digital learning plans, someone who has your back when issues arise.

• It’s a journey, not a destination. Single, stand-alone sessions are rarely the best approach. Consider instead the learner’s journey and how their understanding can develop over time.

• Proper Preparation. With so many moving parts having a robust training plan, (and a backup) is really a must. Technical issues, domestic distractions, and shifting priorities aside your agenda should be prepared to pivot if and when necessary.

• Keep the input quick. Someone speaking for more than 5 minutes can quickly move into monologue territory. Your audience will appreciate the input that’s quick, sharp, and relevant.

• Encourage participation. Involve your audience as much as possible in the virtual training experience; quizzes, word searches, virtual break out rooms, polls, chats, surveys, whiteboards, video inserts, response icons, and User Generated Content all help to keep participants engaged and energy levels high.

• Be clear about your objectives. Clearly defining the learning needs you want to address is the starting point for any effective virtual training experience. Look at where your participants are now, where they need to be, and how you can best help them to get there. Once the objective is clear the tools and techniques required for the journey become more apparent.

• The Blended Journey. The digital classroom is only one element in the virtual training experience and becomes most effective when used as a tool in the wider learning journey. Pre and post exercises, self-study time, and even assessments help to galvanize the learning message.

• Why am I here? Communicating the purpose of your virtual training program is vital for learner engagement. Once your objectives are clear sharing this with your audience should be easy. If your delegates are unsure as to why they’re there or what the outcome will be chances are they’ll be little more than silent observers.

• Switch it up Similar to the traditional classroom approach having a change of presenter or facilitator as part of a virtual training session can help maintain the pace. A well-placed guest speaker can add gravitas, useful insight, and kudos to the digital learning experience.

Less is best. Just as 5 minutes is the maximum time for anyone speaker to have the floor, a virtual training session should ideally be kept to less than 2 hours. An entire day of presenting is draining for the facilitator and will almost certainly result in the audience wondering off to do other things. Allow time for ‘settling in’ at the start of a session and questions at the end but avoid protracted discussions and debates where ever and whenever possible.

Go the extra mile – be a great leader

Global research shows the number one reason employees leave organizations is down to their manager, lack of support, motivating environment and/or lack of recognition are only a few of the problems employees attribute to a ‘bad boss’, decide to be different and learn how to empower your people.

Steve jobs were renowned for being a tyrant, yet everyone still wanted to work with him, why? Perhaps, because he created an environment that ensured people were doing their best work, he gave them a safe space to make mistakes but demanded results. Here are some of the things you can do to be a manager that people want to work for:

Hire the right people, utilize them to their full potential and surround them with other A players

When a manager hires the right people and utilizes them at their highest point of contribution, they ensure engagement and unparalleled levels of productivity. This is essential for an organization to grow and innovation to happen.

Concrete vision and clear direction and expectations

 Be clear about your vision and expectations, assign tasks in line with different people’s strengths. Assume they are smart and will figure it out even if the task seems daunting and unattainable at the time, a good leader will offer support but create space for them to figure it out alone.

Stretch capability

Challenges are an essential element of growth and professional development, setting stretch challenges for your employees to step up to creates a setting of innovation and an inspired workforce, which enhances productivity. Give full ownership to important projects and allow them to shine, be a coach, and support rather than micromanaging or offering your own perspective.

Failure is an opportunity to learn how to do something better

Create a safe environment for experiments, allows your people to be innovative and take risks without the fear of reprisal for any mistakes. Focus fully on the lessons that can be learned from any mistakes made and ensure they are avoided in the future.

You don’t have to have all of the answers

Appreciate the intelligence which exists in your team, after all, they were hired for based on heir skill set so let then do what they do best and above all assume they are intelligent and can figure it out if a task seems daunting to them. Be inclusive and always listen to suggestions, as well as encouraging debates without being the ‘know it all’ that has all the answers.

If you’re interested in finding out more about our leadership journeys, that can upskill your leaders with the tools needed to support their team, get in touch:

The term group dynamics was created by Kurt Lewin in the 1940’s, Lewin identified that people take on distinctive roles and behaviors within groups and the effects of these on other team members and the group overall is what is known as group dynamics. Within organisations, having a deeper understanding of what fuels and motivates teams can lead to successful teamwork and better business results. Conversely, understanding what inhibits teams can affect L&D decision making processes.

A group with positive or negative dynamics can be explained through the Patrick Lencioni 5 dysfunctions of a team model. Lencioni outlines the root causes of politics and dysfunctions on the teams where you work and the solutions to overcoming them. The 5 dysfunctions are as follows:

1 – Lack of trust, the fear of being vulnerable prevents the building of trust

2 – Fear of conflict, the trust in your team to speak candidly without fear of retribution

3 – Lack of commitment, the lack of clarity or buy-in prevents team members from making decisions they will stick to

4 – Avoidance of accountability, to take accountability requires a prior commitment

5 – Inattention to results focus on delivering measurable results

This is based on a sliding scale as per the model below:

Within a negative team dynamic if there is no trust there will be no healthy conflict, without healthy conflict there will be no commitment nor individual or group accountability all of which will lead to inattention to results. Within a positive team dynamic, there would be trust through identifying roles and responsibilities based on strengths, which would lead to healthy conflict when needed as this is required for a productive engagement, this would promote commitment and accountability with continuous reviews and comparisons against targets which would eventually tangible group goals and collective success.

In a nutshell, make sure feedback is given little and often, oh, and in a timely fashion as there is little point waiting until long after the event to address challenges or recognize your employees when they’ve done well.

Here are a few tips on how you can improve communication within your team and drive productivity:

Keep it simple and often!

Gone are the days of waiting for the annual performance appraisal to discuss impending and often built up challenges with your team. Feedback should be given regularly in order for your team to know how they are performing and areas they can improve giving them ample time to iron out any undesirable behaviors.  Giving feedback does become easier, as they say, practice makes perfect.

Recognize positive behaviors

Positive reinforcement is equally as important as constructive feedback, This can have a wide-reaching impact on the team when they see others being recognized and praised for positive behaviors. Improves productivity and motivation.

Be specific.

Don’t be general and unclear, it doesn’t help your team progress, details are key. Be specific with regards to the event and circumstance that led to constructive feedback and be sure to provide details on the steps that need to be taken to see improvement.

Create a safe environment

Create an environment that makes it safe for people to give and receive feedback without the fear of repercussions. Ensure it is understood that this is for their benefit, the teams as well as the organization. For yourself, actively seek out feedback on ways you can improve, as you know, no-one is perfect.

Be proactive

Don’t wait to give feedback, make sure both positive and constructive feedback is given in a timely fashion so they are able to relate to what is being and able to act upon it and make behavioral change instantaneously.

Feedback given in the right way and at the right time can have a tremendous impact on your team’s motivation, don’t delay.