Inflation is up, unemployment is down, the stock market is volatile, and how we work has forever changed. But one thing that remains the same is the need to show the value of what you do. In fact, given today’s flexible work environment and uncertainty in the economy, showing the value of our work has never been more critical or necessary. The good news is that it is doable, regardless of your role or the projects for which you are responsible. Hear from Jack and Patti Phillips, co-founders of ROI Institute, as they share the process described in their new book, Show the Value of What You Do: How to Measure and Achieve Success in Any Endeavor (Berrett-Koehler Publishers, 2022). This event offers you the opportunity to learn about the six-step Show the Value process that is designed to support individuals who need to show the value of not only major projects but also their day-to-day work.
This presentation features stories describing how people use the process to demonstrate the value of their work. Participants who attend this session will receive a copy of the presentation and job aids to support their work. Jack and Patti will also share details on how you can receive a free copy of Show the Value of What You Do: Measuring and Achieving Success in Any Endeavor!
Jack J. Phillips, Ph.D., chairman of ROI Institute, Inc., is a world-renowned expert on accountability, measurement, and evaluation. He provides consulting services for Fortune 500 companies, nonprofit entities, and government and non-governmental organizations globally. He is the author or editor of more than 100 books, conducts workshops, and presents at conferences worldwide.
Jack has received several awards for his books and work. The American Society for Training and Development gave him its highest honor, Distinguished Contribution to Workplace Learning and Development. The International Society for Performance Improvement presented Jack with its highest award, the Thomas F. Gilbert Award, for his contribution to human performance technology. On three occasions, Meeting News named him one of the 25 Most Powerful People in the Meetings and Events Industry, based on his work on ROI. The Society for Human Resource Management presented him with an award for one of his books and honored a Phillips ROI study with its highest award for creativity. In 2019, Jack, along with his wife Patti P. Phillips, received the Distinguished Contributor Award from the Center for Talent Reporting for their contribution to the measurement and management of human capital. His work has been featured in the Wall Street Journal, BusinessWeek, and Fortune. He has been interviewed by several television programs, including CNN.
Jack regularly consults with clients in manufacturing, service, and government organizations in 70 countries around the world.
Patti P. Phillips, Ph.D., CEO of ROI Institute, Inc., is a renowned leader in measurement and evaluation. Patti helps organizations implement the ROI Methodology®️ in more than 70 countries around the world. Since 1997, Patti has been a driving force in the global adoption of the ROI Methodology and the use of measurement and evaluation to drive organizational change. Her work as an educator, researcher, consultant, and coach supports practitioners as they develop their own expertise in an effort to help organizations and communities thrive. Her work spans private sector, public sector, nonprofit, and nongovernmental organizations.
Patti serves as a member of the Board of Trustees of the United Nations Institute for Training and Research (UNITAR). She serves as chair of the Institute for Corporate Productivity (i4cp) People Analytics Board, Principal Research Fellow for The Conference Board, board chair of the Center for Talent Reporting (CTR); and is an Association for Talent Development (ATD) Certification Institute Fellow. She also serves on the faculty of the UN System Staff College in Turin, Italy. Patti has authored or edited more than 75 books on the subject of measurement, evaluation, analytics, and ROI. Her work has been featured on CNBC, Euronews, and in more than a dozen business journals.
Training professionals everywhere are feeling pressure to prove the value and impact which their training initiatives can bring to the organization. Without a proven return on investment (ROI) of learning, management buy-in and training budgets are in jeopardy. HRDQstore provides a range of tools for helping you learn how to calculate ROI for your learning initiatives.
Learn more at HRDQstore.com/ROI-of-Learning
Hi, everyone, and welcome to today’s webinar, Show the Value of What You Do: Measuring and Achieving Success in ANY Endeavor, hosted by HRDQ-U and presented by Doctors Jack and Patti Phillips.
My name is Sarah, and I will moderate today’s webinar. The webinar will last around one hour. If you have any questions or comments, please type them into the Questions box on your GoToWebinar control panel. We’ll answer as many questions as we can during our session today, and make sure that you will keep the handout to on your GoToWebinar control panel up, yeah, If you hit that drop-down, you can download that for yourself today.
Today’s webinar is sponsored by HRDQstore. Training professionals everywhere are feeling the pressure to prove the value and impact, which their training initiatives can bring to the organization Without a premium return on investment or ROI of learning. Management buy in and training budget might be in jeopardy. HRDQstore provides a range of tools for calculating the ROI for your learning initiatives.
You can learn more at HRDQstore.com. I’d like to welcome our presenters today, doctors Jack and Patti Phillips. Dr. Jack Phillips is Chairman of ROI Institute and a real world renowned expert on accountability, measurement and evaluation, provides consulting services for Fortune 500 companies, non-profit entities and government and non-governmental organizations globally. He is author or editor of more than 100 Books, conducts workshops and presents at conferences, or else why.
Doctor Patti Phillips is a renowned leader in measurement and evaluation. Helps organizations implement the ROI methodology in more than 70 countries around the world.
Since 1997, Patti has been a driving force and the global adoption of the ROI methodology and the use of measurement and evaluation to drive change. Thank you both for joining us today.
Sarah, it’s a pleasure to be here with you today. So, Jack, why don’t you tell us tell them a little bit about what we do here are Away Institute, and then we’ll get into the content?
Yes. Of Jack Phillips, I’m Chairman.
As Sarah just mentioned, we’re all about value creation, helping people see the value of what they do and show that value to others.
We work across industries.
We have a process called arwa methodology that’s now used in over 70 countries to show the value of any type of project or program.
We’ve trained about over over 500, excuse me, over 50,000 managers on this methodology.
An almost 20,000 actually completed an ROI certification where they not only learned how to measure the success of what they do but they actually did it with the actual case study.
So we’re proud to be, uh, labeled a thought leader, the Thought Leader, Award from ATD, the Association for Talent Development, we’ve received that last year.
And we also do coaching in our business and we have been recognized as one of the top 50 coaches in the world by the think or 50 organization. So that’s a little bit of what we do, and all those books that we’ve published, I want to mention this.
one of my personal favorites is this one. It’s called The Business Case for Learning.
It’s published by …
DQ, the partners for our session today.
And so, it’s a great book on how do you show the value of, of talent development. We’ll be talking about that here, because that’s what we do.
OK, thank you, Jack, and, again, I’m Patti Phillips, and it’s a pleasure to be here with you today to talk about what we do, as Jack said, that’s how to show the value of programs and projects in which organizations are investing.
So today, our objectives are to provide some content, some insight into our process, and how others have applied this process, to create and demonstrate value for their organizations. And what we hope is that you will use what you learned to change your approach to defining achieving success, while improving your processes.
And actions and procedures are future success, even greater success down the road.
Want you to use it to achieve success by delivering outcomes that matter, and how you define outcomes that matter. It really depends on the stakeholders. So we’ll talk a little bit more about that.
And then we want you to use it to add value to your work, to your organization, and to your community.
So you, you’ll receive some resources there. You’ll get a copy of the slide deck. A chapter out of our new book. Show The Value of what you do. You should have in, You should have received, and you didn’t, it’s in the handouts, download here in the platform. The actual handout that has a couple of exercises, so you should have that.
And then, two, if you will wait till the end, we’ll tell you how to get all these resources plus more.
And then we’re also going to have a drawing at the end. So five lucky winners will receive a copy of the book.
So that is our plan for today. So we have some pretty straightforward ….
We have resources for you, stay till the end, So you can get those resources and download your handout if you’d like to work from my handout on the exercises for today’s session.
So, Jack, let you tell us a little bit about.
As Sarah said, we’ve written over 50, excuse me, over 75 books that support this methodology, But we decided to, to write this book, that’s sort of the capstone of what we do.
But we wanted it to be more approachable.
So many of our books are, like, 400 pages or 500 pages, and it’s got ROI all over the cover.
Maybe there’s one with the title, Show me the money.
So that frighten some people sometimes. So this book is a little more approachable.
It’s full of stories.
There’s about 20 stories of how individuals have used this methodology to show the value of what they do.
And it made a big difference in their work, their career, and their lives sometimes.
And so, we’re going to tell you some of those stories today.
In the end, the book, It’s It’s about Break it down a little simpler.
So, we show you six steps that you need to follow this, show the value of what you do to be credible.
The last point there, the key is to be Accountable for what you’re doing, and be credible with the data that you Show to someone as you show the value of what you do, So We’ll talk about this this this new book, and how you can get a copy of it, if you like, maybe when one.
But first Patti wants to know here, Where are you in this journey?
So, if, as you think about your projects and programs, what do you, how do you measure that success now?
The poll is open, so if everyone will just check all that apply.
How are you currently measuring it, Success of your programs, projects, initiatives, the work that you do?
And we have results streaming in here, we will give you 15 more seconds to submit your answer.
And just five more seconds here, nice catch LHA, first, the first two were the same.
Oh, my goodness, interesting enough, that not everyone, not everyone check them, but Thanks.
Oh, yeah, the results up on the screen there, my apologies for that. That wasn’t There was a great test. Who’s paying attention. I said. it’s great. We should have a price for that.
Yes, and I bought a book for her.
So, for sure, she gets, she gets one, So we’ll give ***, or do the drawing for five, and get six for her.
It’s interesting, although it’s the same number.
There was more respond to the second that we’re thinking about maybe what that, what we really mean there.
Which is, means we’ve got a very intelligent group here.
In fact, tell us about what you’re, what you’re seeing here, Patti.
I say that they’re measuring what team members are doing to make it successful was the one most frequently selected. Paula has gone away now, so I don’t see the results now. But, that’s the one that I saw that had the most.
The fact that we’ve got 58% showing the impact of what you’re doing. You’re right there, where you need to be. It’s amazing.
And Ann, 17% actually measure the Roi a this is not my mother would say this group is not normal.
So this is great.
We need to take you with us because we need we need this kind of success for others.
You’re doing quite well here.
Now we’re going to show you how Maybe some of you who are not at that level can get there.
So, let’s think for a minute about your projects. You know, we all have projects. We have, maybe it’s a program. Maybe it’s an event. It’s a new procedure.
We got something that we’re implementing in the organization.
So, how do we go about it?
Well, we’ve looked at that for a long time in our business since we’ve been running, this organization is for 30 years.
Unfortunately, so many, kinda start, as you see over on the left side of your screen, on the traditional approach, You just kind of want to get going with it.
You know, maybe nowhere to go, no end, no system to measure success along the way.
Unfortunately, we don’t get there.
So, after as much as we’d like, and our focuses a lot on activities, you know, we’ve got things going. We’re doing things.
But, what we want to show you is that a value added approach here, show the value of what you do, is: starting with the end in mind.
We’re going to define the end as an impact that you’re going to have, and you’re going to follow six steps to get there, and you design for the results.
We know that sometimes, the, the biggest impediment to actually measuring at this level is the fear that it may not be at that level of impact.
When we don’t deliver it back or we don’t deliver positive, aren’t a lot, you can almost remove. That’s the issue.
If you design for it and we’ll be talking about that designing your project for the Roi, then we wanna look at how we focus on results own those activities and not the activity’s themselves. So, that’s the big issue here.
And let’s start with definition of success here.
I think most of you know that we were, had that in that slide, Olmos, Oh.
The first one is always reaction, That’s how people are reacting to what we do, back into our project.
We gotta have the right reaction. If it’s rejected, you know, it goes nowhere, more than likely.
So we need to have something that’s important to the people involved. It’s relevant maybe to what they do.
It’s something that they intend to make successful. It’s something that, maybe that would recommend.
Uh, and then there’s learning, learning what has to be done to make it successful. This breaks down in things, I must know.
Like knowledge, things I must be able to do, like the scale.
So you need both in most projects, and then there’s doing things This is a big part, Getting thinks action, that’s a level three, using what you’ve learned.
So it’s just not what you know. But it’s really what you do with what you know is important.
And that’s what we, I live in here.
And that’s going to be often the extent of our use, maybe the frequency of views.
And maybe the success you’re having as you do this in terms of, Is it working?
But we do things for purpose. The purpose is an empath.
That’s a consequence of the application.
Impact is going to be measure in this system.
Impacts will be things like sales and reproduction, incidents, accidents, turnover, out of commodity discrepancies.
Wait time, process time, customer satisfaction. Employee satisfaction, stress, you know, you got all of those.
Impacts are there and we’re trying to work on those.
They’re in the system music somewhere and then there’s Roy.
Roi is a basic question. Is it worth it?
Do you deliver more value to the organization than it’s costing the organization?
That’s a key question. That’s what the ROI tells us.
So we’re going to pick those levels of success and show you how to put them together in it a model.
Patti, why don’t you tell us about the man, like models, Because models help us.
They tell us what we’re going to do, right? So, we’re like, process models. I’m sure we’re consistent in our approach. But they also help us explain what we did when it’s done.
So, when you’re presenting results, you had some reliability in those results.
And so, our model is simple, 6, 6, simple steps, Start with, why? No, what is the impact that you hope to achieve?
Now, why is about, how do, what is our opportunity to make money, save money? Avoid costs do greater good.
So, we look here at the why and we’re looking at from the potential value, we can contribute to the organization. By helping the organization either make money, save, money, avoid cost into greater good, so we start there.
And then we sort out the how.
How are we going to do this? What is the right approach?
What’s the right solution to move the needle on the measures that represent the why of what we’re doing.
And based on that analysis, then, we’re going to quantify what we find is set up objectives. Expect success.
Step number three, that’s answering the question, what?
What can we expect from it, What are the steps? What are the measures that we’re going to take?
So much of the time, when we’re working with organizations, to demonstrate the value of the big program or project, are some initiative, the first thing we go to are those objectives. And so much of the time, those objectives are vague and nebulous. If exist, at all.
And so we need those very specific objectives that represent all the levels, Because, as level’s represents, says, from multiple perspectives, those objectives represent the architectural blueprint.
How are you going to design it?
Program facilitator. How are you going to roll it out, and how are you going to measure success? So we begin with the why, the how, and the what.
Then we move on to how much am I should improve?
Here’s where we’re going to collect data, and we collect data throughout the program.
Not just the pre programmed day that met through lab. What are people thinking? Are they learning what they need to know? Are they doing what they need to do or the measures improving? And is it paying off?
And then we look at what’s what’s it work. And that’s where we really get into the payoff.
That’s the analysis, so that’s where we’re going to isolate the effects of the work, or the program, or the project on improvement in those measures. That may be a control group, trend line analysis, forecasting methods. Maybe it’s ask someone, use estimates.
This is where we can borrow measures to money to get to that monetary value.
Can we compare it to the cost?
Calculate the ROI, so we’re really getting to that worth in terms of that financial impact, that return on investment? And then, last, we’re going to do something about it. Something with the data. So what?
So, what your program shows up: 25, 35, 45% ROI, so what? What do we do with it?
Are all leveraged the results, use the data.
So, it’s these six, these six steps that get us where we want to go.
Now, many of you know our work and we have a 12 step model, The six steps.
Just cut to the chase rive it makes it a little bit simpler or more palatable. So where we are in our model is exactly the same thing we’ve been talking about for years.
We start, those first three steps are critical.
We put a lot of focus on there because what you do, right, is creating the value and then designing the solution to deliver the value.
So, we start with the Why. We talk about the how.
Make it feasible, we set those expectations.
Those objectives are the first three steps, are the first three steps in that six step approach.
Then, we collect our data, and, as I said, we’re going to collect data throughout the entire process.
We’re collecting data during the program.
We’re checking to see if, in fact, people are doing what we want them to do.
Are they buying into it, do they perceive it as valuable. Then we follow up to see with our data collection, we follow up safe. In fact, they’re using the Knowledge Skill information inside they’re taking action.
And then we follow up to see if, in fact, the impact measures are improving, and then the next few steps around the analysis, that data analysis phase, the fifth step, and the earlier model, here, again, is where you really drill down. You isolate the effects of the program, convert measures to money. Some measures you choose not to convert to money, those are the intangibles.
You bring in the costs. Calculate the ROI.
That happens in the analysis phase and then the last phase is simply use the data. Leverage the data, tell your story, but then do something about it.
Take action on those results.
The ROI and demonstrating the roi is based on how you use the data. It’s like any people, analytics, the value of people, analytics is not the metric.
It is how people use the data. They use the insights. same thing here. Evaluate a program.
So what, what are you going to do about it now?
So that’s the model. Again, start with why.
Determine the how, set your expectations, go out, collect a little data.
Do a little analysis, use the results.
So, Jack, you want to start the process, Talk about Paula?
Yeah, let’s go back through this six steps.
We know that’s that six steps.
Also illustrated on the 12 step.
But we start with it, back to the six steps.
Let’s go to the first step. Start with impact.
Now I want to tell, we’re going to tell you some stories.
So we’ll be doing some storytelling here, but we want you to think through your projects that you might be facing.
maybe a particular project you have in mind.
Open source project you’re working on now.
It’s a project you’ve already worked on now.
I mean recently and so think about that as we tell you these stories of individuals.
So this particular person, Paula Patel, facing something that so many of us face recently.
She’s with one of the big tech companies and the company says we want you to come back to work after the pandemic.
Now Paulo was, was very comfortable working at home.
It struggled first, but got it working. She felt like she was a good collaborators who was engaged in their productivity is up.
In fact in the coupling into productivity is up overall.
And and she just didn’t want to get back into that trip to the office every day, or even any days.
She was contemplating leaving, but she asked, if I can show you the business case, for keeping me here, let me work at home.
Will you do that?
They said, Well, show us what you have.
And she did.
So, she looked at some studies of of people working at home and looked at some of the impacts, it has, some of them are pretty obvious.
What she obviously saw unpublished studies in one of those is our study recently published about remote working, showing the roi of that.
one is the savings for the office.
If she works at home, you don’t need that office anymore.
And then it’s turnover and retention.
Recognizing she would be a turnover statistic.
If you didn’t get to work at home, and it’s a, it’s an expensive process, because you gotta recruit someone, and get them back up to performance.
And also, productivity is up.
They’re actually getting more work done, now.
And so, she says, OK. I’m going to show you some data, and she put it together.
And she followed this chain of value, says, Look, first, This is something that, it’s works for me.
It’s something I’ve made successful, That’s our reaction.
I’ve learned how to make this work, had to effectively communicate and collaborate and stay engaged, how to keep my boss informed.
So we’re working remotely.
Moving to the level three, It’s working, and we all agree, we have collaborations. There were some suggests we have more collaborations now than we did previously. So it’s working for us. And here’s the impacts.
Here’s a cost of my office to you that you can now give up for something else.
This is what it’s costing you annually and here’s what it’s costing for turnover in our organization because if I leave, you got a turnover, you’re preventing that here and here is it.
Here’s the value of the productivity gain that I have.
So she, she, sorties actually converted those to money.
You compared it to the, the cost of the copy and to let her work at home, which is almost nothing.
You can see it’s a huge ROI.
On top of that, she says, Look at ROI from different perspectives. On your perspective, it is huge.
If you’re concerned about financial impact, you should want to do this.
Second, the impact on me is huge. I want this. So it’s up this high Roi for me.
Also think about the environment, here’s the number of tons of, of carbon that we’re keeping from going into the environment, because you’re letting me work at home.
Be helping the environment. Think about the congestion in the city, taking what 1 1 transportation offer there.
So she made a compelling case and she kept her job.
The key there is to get to those impact measures.
So she went to some data to see what typically is there.
Some are obvious, some, maybe surprises are getting that data.
So, think about what’s the impact, your project, the project you have in mind?
Would you mind typing that in the chat?
And we’ve got Patti and Melissa and Sarah all, looking at the chat there, type in there. What’s an impact from a project that you’re working on now?
See if you’ve thought through that, What impact are you driving?
Yeah, So, it’s interesting, because I was having a conversation with one participant, and I’ve titled we’re gonna get there, so we’ll get to some of these issues on here.
But she did A, yeah.
She’s working with leadership development and motivation and some other factors where the monetary values not so clear.
But as I was telling her in the chat, and again, we’ll get to it is it’s really about the consequences of those things, yeah, leadership development.
All these different programs that we work with, many of them, the money’s not so clear, but it’s the consequence of those things you’re looking for.
So the consequence of leadership development, the consequence of a wellness program. The concepts of BMI, we didn’t get to the money if we have to, but then sometimes you may choose not to.
You may choose to report the outcome as an intangible, but you still want to get to that outcome.
So some of the measures that we see in the chat are, went too fast, monetary savings to taxpayers as a great one. I actually work on report right now and stuff like that, so love it.
Increased collaboration, so we’d look at the consequences of collaboration, Diversified funding.
Student retention, impact to community, health, and well-being. These are great.
Sustainability, improvement, sustainability, building bench strength, and the consequence of not having leadership, or whatever that competency you’re looking for.
And that’s a good one, too, when we think about the impact, It could be you’re avoiding something. So it’s risk management’s avoiding a cost, so you do this, not because you’re gonna get a game, but because you’re avoiding something.
So we looked at cost avoidance.
These are all great, Thanks.
So what you can say you list those.
Some would be measures that you can convert the money easily.
Others will be more difficult to convert to money, so we’re going to label these two, the impacts into these two categories.
Tangible impacts are those that convert the money.
Intangibles are those that we are not converting the money.
You see, Paula, in her case, she says, My job satisfaction is up.
My engagement is up, my collaborations is up check with our boss if you don’t if you don’t believe what I’m telling me.
So those are impacts there that are, are not easily converted into money. They’re still important.
So we’re going to be thinking about the two, So we’ve got, it’s a, it’s a great first step there to go with, and the second step is to make sure we get the right solution.
So we will be talking about leadership here throughout, but I wanted to take the next example, actually, a leadership program.
Let’s go to step two for a minute, What’s the right solution?
Now, this is particularly important in light of what we see occurring with police forces like Memphis, those of you who’ve been watching the news, use out display of police force that was unacceptable and horrible.
Here’s an example: leadership.
A team I’m I’m a team here facing the same kind of issues.
Now this team is a SWAT team in the Kansas City Police Department.
It had A oh, record of having the most comes citizen complaints about excessive force and they put a new leader in charge.
His name is Chip Huth and it was tau.
We have too many complaints.
When we get a complaint, the commissioner says, it costs us about $70,000, just in the time to do all the investigation and reporting and documentation on the complaint.
$70,000, this team was Evy, having about 30 to 40 complaints per year.
You do the math on that, that’s over $2 million, and complaints just for the time it takes to do, take care of the complaint, let alone other impacts that’s happening.
So, Chip was put in charge, and he, here’s what chip did.
He began to think through some data.
It began to, here’s, here’s a little checklist for us, We’re trying to understand is it the right solution.
It looked at through some of the complaints that we’re having and as he suspected, the complaints were based primarily on their actions and their approach and their behaviors.
As A executed their missions, this is a SWAT team.
They go into a house or an apartment.
Yeah, get the bad guy.
The bad person, there’s an arrest warrant there.
usually they’re going after a criminal.
And so they looked at, says, I think I know C, the problem is our behaviors and approach.
He had been exposed to something called the Outward Mindset from our Missouri Institute.
I don’t know if you’ve ever heard of that.
It’s an interesting book called the Outward Mindset, Scribes at very Clearly spot looking at People.
People and not as objects.
Take an outward approach, you respect people, and the fact that they’re human beings.
If you don’t truly have an inward mindset, you’re all concerned about my situation. What’s good for me? Looking at people as objects. So this changes our hope, concept. You can see what’s, what’s needed there, when you’re in this situation.
Is it, you’ve got to remember, the family is there, maybe in that apartment or house?
You have to remember that their neighbors involve their pets involve and the pets belong to someone.
You gotta be respectful of all of that as you execute your mission. So, he introduce them to the Outward Mindset Training, three days of training.
How about changing your home mindset in your approach?
And at the end of that, Training Chip says, Do you think this would make the difference?
And these complaints, they said, I think so, but you have to role model it for us, you have to show us the way.
he did that, this case study is one that’s primed for publication in a new book coming out later this year.
Think about these numbers.
About 35 complaints per year, go to zero complaints per year.
For three years, you go from almost three per month, 2, zero, for three years.
And his complaints just caution you $70,000 per complaint.
Yet, the solution is pretty low.
Low cost actually got $35,000, $36,000, so you can see this one worked.
It worked. And it’s a dramatic story.
That’s featured in the second edition of the Outward Mindset Book, just a part of the start. We’ve got The Complete Case Study in our book. We’d be happy to send that to you.
It’s it’s amazing.
Behavior change of a group can make a dramatic difference.
But more than that.
They got very important intangibles. The tangible is the customer is the citizen complaints.
And that went from again, about 35 per year to 0 For 3 years.
That’s tangible because we already got a monetary value.
The Commissioner asked, for calculation of that, so we’d have it understand it.
The importance of it: you had an intangible.
Intangible is the public’s trust in the police.
It had deteriorated.
It went up the next survey that they did, showed some improvements in that link to this particular SWAT team.
So it shows you that we can make a big difference here.
But it starts with the end in mind.
The end is that impact.
If they did it, they just changed their behavior, and the complaints were still there.
There’s no story.
This is why you gotta have level three.
To be a leader behavior, and level for the consequences. That’s the story, when you get to the impact. That’s a story, we want to talk about it here.
And that was there.
And, by the way, with what’s going on, Patti, and I sent a note.
Sunday night, says, a chip, they need you in Memphis.
It says, They do need me. They do need this program.
Oh, so, think through, how do you validate your solution, how do you have you know that you’d bet the right? So, it may take some more detail. It may take, looking at a case study.
It may take some discussions So, I wanna go back to the leadership example. Outward mindset, of course, is a leadership approach.
But if, if you would just improving a group of managers, I want to make them better leaders. But what we have to look at is not really the end goal, is having the behavior. The end goal has to the impact.
It’s like, so what Executives want great leaders, because they can deliver great results.
It’s the results from the leadership that they walk, and we gotta remember that as we implement leadership. So think about this, you got a Leadership Program with great competencies that you wanted to put in place.
Consider doing two things.
Put these companies out to the team and says, we invite you to come to this program.
But when you come to this program, would you identify two measures you’d like to improve to KPIs key performance indicators you’d like to change?
In your sphere of influence and you and your team select two.
But only if you can improve those using these competencies.
When they do that.
Now it’s connected to this measure.
Just like that Kansas City SWAT team, the team says I think we can do it, but you gotta help us. You gotta support, that’s all you need sometimes.
So, that’s step to making sure we have the right solution.
Now, let’s go to Step three.
It’s good to expect success.
How much is next? After this, expect success? Is that direction we need?
We need to define success.
We, we define success as impact. We gotta get to impact. And we do that with very clear objectives.
I’m going to tell you a story, here, Poverty Stoplights: It’s a program to eliminate poverty space on a bestseller book, Paul, who owns Poverty, Martin Birt.
Now, Martin is running for President of Paraguay is a very well-known person, but he’s dedicated most of his life to eliminating poverty.
And that book is a way it works excreta, stoplight He looked all the indicators of poverty. You’re in poverty with income is low.
Housing is insufficient. Health care is inappropriate.
Education is not where it needs to be and it keeps them going.
And it works with families and they have a stoplight you start with Probably be red that means you’ve got an indicator words, shouldn’t be.
You make the privilege. Go to yellow. You get it out to get you out of poverty. It’s green.
And the families worked through this process and this set of goals set objectives, very precise objectives, clearly indicating the progress you made, they need that direction. They need that roadmap to get to where they need to be.
It’s the most in it, impressive success that we’ve seen in terms of making it actually work. And that’s what objectives do.
This is a very successful program.
We serve as the evaluators for this, Martin Birt loves this particular methodology, because it shows the value of this kinda program.
The value always ROI for the governments who must support people, bring them out of poverty, Value for companies who have employees who are in poverty and they work with this probably stoplight program to get them out of poverty. What’s make that program so successful?
Is the clear direction? The objectives.
So we invite you to have objectives, or encourage you to have objectives that show the reaction that you expect of the learning that you expect from your project.
The application that you want to make it successful and the impact, very precise objectives, level 1, 2, 3, and four.
And Roy, if you go into Roy.
Now, when you do that, you’re going to have lots of different objectives.
So, page got a little exercise for you here on objectives, we got it.
This is a quiz for you to see how well you understand these levels that we’re talking about for reaction learning application impact.
And Roy Petty, take it away. Yes. I will just give you a practice here, right? Say if you know your objectives and based on where some of you are where most of you are, you likely do.
So let’s just have a little practice, given one object, it’s at all levels. So grab that piece of paper, just jot it down.
Read each objective, there are 10 objectives, however well or poorly written they are. They are objectives.
10 objectives: all you have to do is just jot down to what level you would evaluate that objective. What level does that represent?
And just remember, when we talk about Level one is, what do people think about this?
Level two, what are they able to do?
Participating or engaging? What do they know? What are they able to do?
Level three: What are they doing, what we expect them to do, Level for, what’s the consequence, or the expected consequence of they’re doing it?
And then level five. What’s the value? And so we will give you a hint. There’s only 1 level 5 objective on here.
So just spend a couple of minutes, jot it down, what do you think, and then we’ll show in while they’re doing that, Jack.
They’d have one person ask how they can get the case study. So I didn’t ask him if he would send Molest an e-mail.
But I think there’s probably a better approach. So people want that case study, They want chips, case study.
What’s the best way for us to get get it to them?
We can practice it, put it.
I’ve put something on the resources, Melissa can read it.
It’ll be in the resource portal that they’ll have access to at the end of the session. So, we’ll have at the end of the session.
Perfect. Thank you very much.
And, again, this list of 10 statements is in your handout, if you have a chance to pull that up and work on that, or you, by some chance, or printed that out ahead of time.
So, if just one more, just a couple more minutes, or seconds, minutes, more more seconds. one more minute.
When someone has done without tin, if you’ll just pop in that Q and A So we know at least someone’s done, that would be great.
Don’t overthink things.
Intent OK. We do have someone who it’s done.
Very good. Thank you very much.
We should have one more prize, but first want to thank you. All right, coming in. So, let’s see how we did.
So, let’s see what we did with the objectives.
So, Jack, you are in charge of the slide deck, if you can start clicking them up. Alright, decrease citizen complaints by 20%, one-year level four.
Got it, I’m gonna say, yes.
That’s the impact, the so what of the program.
Number two, use problem solving skills to uncover causes of problems that is level three, got it checked.
Again, an objective is the intended outcome.
The intended outcome is based on the needs.
So here, the intended outcome is to use the problem solving skills.
Are number three, be able to demonstrate the five steps to determine if there is a food security issue?
That would be a level two, objective.
Number four, Write the facilitator four out of five on presentation skills.
They want, you all probably got that one.
Number five: decrease the amount of time required to develop a proposal by 25%.
What we get votes for? So, on this one, some people will put three here.
But what happens is they implement a new process, They apply the process, and as a result, we see a decrease in time to develop the proposal.
So, again, it’s the consequence of doing something.
Number six, achieve a 20% are why, one year after the program.
What we get, five, it is perceive the content to be relevant to actual situations that would be.
Want number eight, decrease security breaches in about 25% in six months.
What level for it is?
Number nine. Conduct a proper investigation using the seven step process and 95% of template situations quick, Alright?
And finally, score an average of 75 or better on A new strategy quits.
That would be cheap.
So jot them down. Did anyone get them all correct?
Anyone get them all correct. Me did. Not your name.
I said, name and e-mail in the chat, and we’ll reach out to you, get your address to send you the copy of the book, I bought that. OK, and I think we’ve got that. So, Sarah, are we gonna be able to see all these questions, because I can see their names here? So we can, can we see the Q&A, Sarah?
Yes, You will have all that.
All right, good.
Just to come back to some, you might be wondering, well, who cares what level of the objectives?
The sponsor, the supporters’, the funders do.
The people put up the money for the project.
They, they sort, they know these levels Well, they love impact, and they get excited about an ROI, but they also nope activity, they can sorta activity Level three from Impact Level four, and they also know when they’re doing something versus learning something.
So they know it quite well.
They like, the higher levels, of course.
They’re always asking, Move it to the next level.
Let’s move to the next step in the process. Betti, why don’t you tell us about this particular story?
Yeah, So, the next step is how much, and how much the measures improve. And to know that you have to go collect data, right Now, ideally, you’ve collected the data upfront. You have your baseline data. You can collect the data the same way, but that’s not always the case. So, we have to make a decision about data, collection methods and data, collection sources, timing.
We’ve gotta think about things like, how do we ensure the data are as objective as possible?
And, that can be a challenge, but there’s always a way to do it.
If you’ll go to the next slide just real quick, Jack, I just want to show them the benchmarking data, then we can flip back over here. I’ll tell you about renew America together.
If we look at all the techniques are different ways we can collect data, surveys, and questionnaires.
So, self administered instrument are still at the top, most frequently used approach, and that is because technology has enabled us to use those tools, making it easier to administer the questionnaire and that survey. They are not easy to design.
If you’re using questionnaires and surveys, you need to spend time developing a good one. And that’s a little bit of the problem with some of the data that we see coming out of them, because the questions are so poorly read.
So while people will say we do it, because it’s a net net, it’s not easy to do a questionnaire, to develop a questionnaire and do it well. It’s easy to administer it because of the technology.
So, we see a lot of that use. They can be very, very powerful. They are not all bad, They can be really powerful, and we make a lot of decisions on those types of data.
There’s also performance records, where we go get the data from the system, from the operating reports. That’s easy. If you have access to those data. If you don’t have access to those data, but you know the data exist, they’ll make a friend with someone who has access to those data.
Of course, we have action plans and observations, and tests, and interviews, and focus groups, all types of ways: the keyword data collection.
And Jack, if you’ll flip back to that previous slide, so I can focus on this program, the key to all of it is building data collection into your program.
Too much of the time, we wait to show the value.
When it’s all said and done, now, we’ve got to figure out, how did we get the best data possible.
But if you will build it into the programming as you go, it is no longer extra effort for anyone to respond to a questionnaire or complete an action plan. It’s no longer effort for you, because you’ve designed it.
The program, so you can easily get the data. And that’s what Retinue America Together Civility Leadership Institute. It’s done.
So if anyone ever wants to do a really interesting leadership development program that’s intended to do greater good, their applications are open now are the Renew America Together Stability Leadership Institute.
We have people of all genders, and races, and nationalities and political leanings.
The idea is get people in there who are totally diverse along all these demographics and give them the skill to cross over and engage with people who come from a different perspective, and find common ground.
This is a six month program.
They go to the program in person for about three days.
And then every month, we meet for more education, and it is one of those long term problems. And question is how do you collect data for something like that.
We built it in from the outset on the applications.
We asked them, Tell us, why are you doing this?
Why this program? What are you going to try to achieve? What do you plan to do with it?
What’s the impact you hope to achieve?
So Jack mentioned that with leadership development, same thing here, that’s what this is, It’s a leadership development program, We ask them on the application to define the measures, they want to improve the best they can, and then we sorted out. We select the participants.
and then we made, and we made, in person, we collect data that they’re on site, so you’re collecting your reaction, and you’re learning data, they’re on-site, but we leave them with actions to take.
We ask them to do some things, and then we have them identify their actions.
Once they lay, we gave it a month, and then we made online that marked The first thing we do, and that meeting has tell us how you’ve used what you’ve learned.
What is the impact that you’re seeing from that you set the first thing we do when they come back together?
Then, at the end, the session, we asked them, using Poling, why do you think was it relevant? What do you plan to do with what you learned today?
The next month, they come back together.
The first thing we do is tell us how did you use what you learned? And this goes on and on. Is that with data collection, it can be a challenge.
It can be expensive when we overdo.
And it can be expensive when we don’t plan for it.
But if you build it into your process, you can collect the data all the way through it.
What are people thinking? Are they buying into?
Do they know what they need to know? Are they doing what they need to do, or what they promise to do?
Are the measures moving the way we hope to your building that, Ed?
And no longer, is it a burden? No longer it’s expensive?
You will have a better program, better design, in terms of a data collection strategy. And then, you’ve just made it easy for everyone and doing that, so that were numerically together, is just one that’s really good projects that we’re working on, where you have to build a then, it is long term data collection, but it just works like clockwork.
We’re using polling, we use interviews for the storytelling, and then we use questionnaires, and that’s it. And it’s really demonstrating some value.
So, data collection doesn’t have to be hard, you just have to be thoughtful, build it right in, so, but here’s the fun part.
Subjects gonna take you through the data analysis, because this is the really fun part of the whole process. So, Jack?
Well, it’s fun part for some, some might not like this, but because it does require some analytics, it’s, is it worth it, what’s it worth?
That’s our fifth step, and here’s a case from Jessica Griego.
At the time of the study, Jessica was an organization development consultant or Oracle, add her pet issue to deal with was how Millennials were antero unfairly labeled.
She was a millennial or, and, or I should say is a millennial, and she felt that they were unfairly perceived by a lot of people.
You should got this request inside Oracle, from the managers who are employing participants in their new college graduates program.
And basically, managers saying, hey, you gotta train these people, because they’re not Black, guys.
They don’t seem to want to work.
Oh, they have some habits that don’t look good to us.
You got to train them.
And so, Jessica thought, well, maybe it’s not just the Millennials, it, maybe the managers to so should do some detail analysis to see what was the problem.
They realize It is not just the Millennials, it’s the managers as well.
She developer program for both and the program paid off with with our reduction and retention they were losing some of these people and it paid off with more productivity.
Well, what Jessica faced with her analysis and this is one of the published case studies as well, was how to isolate the effects of this program for other Influenzas.
Own on turnover and productivity, how to convert it to money, what intangibles are there.
Besides those two measures that she could connect to and calculating a fully loaded cost and then getting to the ROI because she wanted to show the roi of this one. That brings us into this challenge here.
How do we sort out the effects of what, what we’re doing and rechecked the three most credible purchase.
They’ll work most of the time. If not, we’re going to use estimates.
There’s always someone who can estimate it. That’s our fallback.
The experimental versus control group is one that we often think about. That’s a comparison group. one gets the program and another group doesn’t.
But let’s talk about trend line analysis.
I want to show you the trend line from chip’s case study, Jupp, who, the leader of the Kansas City SWAT team.
Here’s the complaints before the Outward Mindset Program was implemented.
You can see these complaints are going up and down, but hovering around a trend that’s flat and it’s too high.
But, following that trend, you can say if they if they continued, if they did nothing, it shouldn’t be here.
But it actually went to zero, and remain there, not over a year, but three years, 3.5 years.
Yeah, For this to work, two, to be able to say, we can use this difference as the improvement of this program.
The 2.7 per month, zero, is 2.7. To use that, we have to ask two conditions.
one of those conditions is here.
This trend is flat, and it’s high. What’s causing that?
And then the team spoke up and said, that number is, is driven by two factors, how many admissions we have, and the type of missions.
And so we asked, OK, during this year, after this program, did that stay the same? The answer was yes.
We actually interviewed these, this team, and they told us yes, we said, how do you know?
They said, Well, because we couldn’t believe that this improvement is all caused by what we changed, our own approach.
So dramatic, but we couldn’t see anything else.
Our missions didn’t change the type of emissions and that, so Wicket claimed that, Then we asked our second condition, just to make sure, we ask, is there anything else that the city did?
Anything else occur that would cause us to, to improve?
So, did you have something like a high profile incident that made the evening news?
Or, did you have the police commissioner saying, next, next time you get a complaint regarding farler old team?
No, those two things could affect it, but they both, They all set old seventies team members.
No, Nothing else Is there?
How do you know?
Because it’s our approach that was causing this, if something would have changed our approach and our behavior, we’d know about it.
It’s not there. So given that nothing else is there, we can claim this.
And that’s, that’s how this works.
We’re going to come back to, to this in a few minutes and show you the arawak calculation. This is one step, the process here.
Then, we go conversion.
How did you get it to money?
This is easier than we think. We use this term, standard value, is that means it’s already calculated and reported in the organization.
They had a $70,000 costs for a complaint that’s already calculated by request of the commissioner, it was there.
They call it a standard value, because we call it that because it’s already there.
If not, there’s often the people who capture the data.
That’s internal experts or maybe we could use external data in policing we can see this.
And then, or maybe estimate by someone. So, the point is, we can get there. That’s some money.
Then, we put all of the cost and to get the Roi all of the costs for the program.
The monetary benefits, I wanted to think about this calculation for a minute.
Oh, we calculate the benefits to be $70,000.
$70,000 per complaint is two point one million dollars, Is the savings cost of this program is $36,055.
This is what it looks like.
You calculate, this is the calculation that’s in this case study.
You put these together, you get these numbers.
That’s a 58 to 1 cost benefit ratio of 5724% arawak.
That’s the highest roi we’ve ever seen. That’s one reason we want to report this, but it’s so credible.
It is so believable. This is based on one year.
That’s our standard when it’s a short-term solution.
It really drove more than this.
It’s incredible that passes muster of the chief financial officer.
It’s unbelievable all months, but just shows how behavior change we’ve connected to an impact measure that’s important, makes a difference.
Now, when you do all of this, you want to leverage it so quickly, Patti.
What does what how can we leverage the results of the Roi?
Well, we can do it in a number of ways. And so, one of the stories, we actually open the book up with this story, and we share this story. Everyone, can. It goes back to the first question, to ask.
It is, How do you work with programs that are honest, so intangible you just can’t see the value. Well, that’s the case of chaplaincy.
And so, Doug Stewart is the Chief Chaplain Memorial Health and Bellville, Illinois.
And he came to us when we started working with the chaplain’s back in 2006.
And we met the first workshop, or 50 or so chaplains, but Doug was one that really understood the processing and grasp the process.
And he knew that funding for chaplain’s at the organization was at risk.
So, he set up, gotta share the value.
He appreciated our approach, our methodology, and he did just that.
He actually looked at the value of having chaplain’s in the ICU and did a comparison group, 80 did it such a way that the decision makers and that organization bought it, they understood it. They viewed it as credible. He communicated.
How is approach?
The approach it communicated, what people thought, what people knew about it, what they learn from it, how the process worked, the impact to the hospital, and that impact was length of stay of these patients in the ICU. So, get them, get them help. They get them going.
He knew that engagement by the chaplain’s with the patient and the family.
It’s important that he convinced that the health care staff, surgical staff to integrate chaplaincy, not just as a stand-by. Now, not just to somebody over here.
No, in the event they need you, but really, a part of the team.
It was such an amazing approach and such an important factor, and not only protecting the budget and knowing that are really changing their approach to leveraging chaplains.
So, he told this story in such a way senior executives bought in.
Got it, understood that he’s leveraged that result, those results.
And he and I today, he’s Atlas Baker Circuit.
And then he cannot today go to many, many conferences where other chaplains attend and help them learn how they can demonstrate the value of their work in terms that resonate with those people or those entities finding their work. So, it’s just an amazing example of what you can do when you can tell your story in a way that resonates with the audiences that you’re trying to influence.
So, with that, do you want to go back to that, Jack?
That’s a life step, the bottom-up process.
But, it’s one that’s sometimes overlooked leveraging what you’re doing here.
So, let’s close out by asking, how will you use what you’ve gain today?
So, another poll, if you could, I’ll quickly see the results here, What you will do use as a result of your participation today, and we have the poll launched here, will give you a few seconds here to submit your answer, and then we’ll get the results up on the screen.
You see those results streaming in here, NaN.
This is? again, what? you have those Results.
Do you see those on your side?
Yes, OK, good, nice.
So, Pat, do you want to comment on those?
Yeah, it’s, it’s, it’s great, There’s a lot going on, so, um, know, planning projects, designing for impact, was the one most frequent I selected, which is terrific, because you’re gonna have a better program, Easier evaluation when you do that.
Improve the objectives and use the objectives as they’re intended to be used.
A lot of times, we just couldn’t do it, because you think you’re supposed to have that, but actually right, good objectives. And then build the program around it.
And then evaluate programs to impact. So, what’s going on, this is great. We’d love to hear how it goes for you.
So here’s some next steps for you you might want to consider.
We’ve got We encourage you to order the book.
If you if if you want to order the book and you’re not satisfied with it, we’ll be happy to Refund all your costs for the book, cost plus shipping, and you keep the book.
If you, if your budget cannot Ford Books at this time, let us know, We can send you a copy of the book. We have a one day workshop around this book, its own, actually on March 23rd.
You might want to consider certification. That’s really the deep dive into this, or, if you need some help along the way, some coaching and consulting.
They’re all available.
Now, we’ve got some winners from the group.
So Melissa and CERA, tell us who the winners are.
Yes, we have Timothy B, Michel de, …, …, and Sage, who are all the winners of the book, drown today.
Aren’t regulations everyone. Lucky Draw with some winners.
So that’s good news.
We’ll be getting that out to you, and you got the resources here.
You remember you got a chapter in this book. You got the slides.
And you’ve got the handout.
That goes along with the workshop, as well.
And if you do want certification, this is available.
Live, virtual, in person, on Demand, all kinds of different ways, you can go there, and we will give 10% for.
people who are signing up for today’s webinar, So it’s chance to get HR, the Cube, remembers a discount here, as well.
CERA wrap it up with this.
Well, thanks, Jack and Patti, and thank you all for participating in today’s webinar. If you stuck around with us until the end of today’s event, you do qualify for SHRM recertification provider credit. And you’ll receive follow-up messaging: if you do qualify for hiking, receive your activity ID, and make sure that you join me for next week’s session. Same day, same time, “What TikTok Can Teach Us About Learning and Development”. Thank you so much for your time today and for a really informative session.
Thank you, Sarah. So it’s great to have worked with you, Sarah, and thank everyone for staying with us. We appreciate you.
If you need anything, please reach out OK, thank you, Have a good day.
Yes, Thank you all for participating in today’s webinar.
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