Rarely do training organizations take advantage of compelling science to deal with the most critical determinant of whether people apply those skills: motivation. Which begs the question: Is motivation a skill that can be taught, learned and nurtured?
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Trainers, consultants and coaches have content that can make significant contributions to organizations and individuals if the training is actually implemented.
Understanding how learning takes place incrementally in four stages can help you assess the need for training and the motivation to learn.
Whether they just tune you out with fake head-nods or blatantly resist with belligerent, irrational arguments, there will always be people who, despite your best efforts, are unreceptive to change.
Resistance to sales training often stems from learners’ self-image: “I’m not the kind of person who does this behavior.” This leads to a rubber band effect, whereby they learn new material but don’t implement it, because it conflicts with their...
If we distill a manager’s job to its basic ingredients, getting someone – or some people – to do a job and do it well is essential. It requires motivation.
These four behaviors will not only improve work performance but also create a more rewarding work environment for the employees, ultimately leading to overall job satisfaction.
As leaders, managers and participants in life, we all need a subtle nudge to remember that the most powerful influencer of behavior is simple reinforcement of things going right.
Learning styles are a little like going to a psychic: The information is general enough that you can think of how you fit into a style based on already accepted assumptions you have about yourself.
All professionals are susceptible to three capacity-sabotaging behaviors. No one is immune to them, but we can all become more aware.