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What Is TRAIN TO INGRAIN?
Create permanent changes in leader behavior
Fact: Training and development programs only rarely change the behavior of the people who attend them.
Fact: As a result, most of the tens of billions of dollars invested each year in these programs fail to produce lasting changes in workplace performance or have a positive impact on business results.
Reason: old habits are physically embedded in networks of brain cells, which can be replaced only by establishing new networks. And training alone can't do that.
Built upon decades of cognitive neuroscience research, TRAIN TO INGRAIN is a new commonsense, reinforcement-intensive approach to leader development that effectively stimulates brain cells to make new connections, thus forming new neural networks. New work habits and skills replace old behavior patterns. The key is a unique five-phase methodology:
The TRAIN TO INGRAIN technologies are brought to organizations through a unique alliance of three powerful resources:
- An award-winning, behavior-based leadership development curriculum: The Supervision Series
- A versatile, award-winning feedback survey system: 20/20 Insight GOLD
- ALD, Inc's experience and knowledge in the leadership and training worlds
Our Integrated Learning Solution Library contains features
on each phase of the process, but this Overview page provides a start point to understanding the concept
Commitment
Assessment
Training
Reinforcement
Integration
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TRAIN TO INGRAIN: The Reality-Based Solution
The problem (The Plain Truth About Your Pain) is that well over 90% of training and development programs don't result in improved workplace performance. This makes it nearly impossible for a typical training program to have a positive impact on business results or improve the bottom line.
The explanation (The Scientific Explanation) is that a training course can’t possibly contain enough practice and reinforcement to produce lasting changes in on-the-job behavior. A great deal of practice and repetition is needed to ingrain skills. This kind of reinforcement can only take place during a period of months after training, during day-to-day performance on the job.
Click here to read the entire article - it goes on to explain the five phases of the Train to Ingrain process.
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The Real Role Players
The conventional wisdom about training and development promotes three myths:
Myth #1 A developmental program should take the form of a packaged learning intervention such as a class, online course, workshop, module or self-paced workbook. These events should deliver the maximum learning for the minimum investment of time and money. If well designed and delivered, such interventions should achieve lasting changes in behavior, improved workplace performance and positive impacts on business results.
Myth #2 Learning happens in training and development programs. If participants make a good faith effort to learn, they should be able to apply these new skills on the job.
Myth #3 Learning interventions are the responsibility of trainers, who should be held accountable for the outcomes.
But what are the realities and the real roles of people in the organization????
Click here to read the entire article
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The Holy Grail: In Your Grasp Programs that actually improve the way leaders lead—permanently… this is the Holy Grail of training and development. Imagine this: Management concludes that inadequate first-line leadership is keeping the organization from achieving its goals…feedback assessments identify specific shortfalls…trainers set up programs to address the deficiencies…supervisors participate in the programs and are introduced to new skills…back on the job, their managers coach them to apply these skills…as the learners begin applying the new skills in the workplace, they find support and encouragement…they learn from their initial efforts and persist…after several months of continued learning, coaching and feedback, applying the new skills gets easier…months later, new work habits have been ingrained, line leadership is more effective and teams are achieving their goals…this causes specific business indicators to improve…which has a positive impact on the bottom line.
This scenario can be more than wishful thinking. You can actually make it happen in your organization.
Click here to read the entire article
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The Plain Truth About Your Pain
The following is an accurate summary of the most common complaint we’ve heard from senior leaders over the years:
We agreed that our line leaders knew the business, but most of them weren't very effective with their people. Frequently we noticed friction and a lack of cooperation. Disagreements and arguments festered. You could sense the tension out there. Morale was low in many areas. It wasn't the positive, high-energy culture we wanted. We lost several of our best people.
We concluded that our managers needed to be better leaders, and we decided to bring in a top-flight leadership effectiveness program. The trainers were fantastic and our managers raved about it. We were satisfied that it was money well spent. In the months afterward, we saw an improvement in several managers, but we noticed that most of them weren’t using the new skills. To be honest, these were the same folks doing the same things. A year later, I look around and can’t say there’s been much change at all. It’s hard to believe that a program of such high quality didn’t get better results in the long run. It’s been a huge disappointment.
The executives expected and deserved a far better return on their investment. The employees desperately needed better leadership from their managers. The programs should have been a big success story for the trainers. But what about the learners????
Click here to read the entire article
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The Scientific Explanation
If you understand what it takes to change behavior, you can create a process that will make it happen. But first you need to understand and accept four scientific facts:
1. Skill learning happens in the brain. The first thing you need to know is that all behavior is triggered by thought processes, which happen in the brain. Not in the skin. Not in the muscles. Not in the bones. In the brain.
Also, we’re not talking about short-term memory. When we talk about learning new behaviors, we’re talking about patterns that are established on a more-or-less permanent basis.
2. Behavior patterns are complex. When it comes to on-the-job performance, we’re talking about work habits—how people go about doing the important aspects of their jobs. So we’re not talking about learning a visual image, a fact, or even a concept. We’re talking about something much more complex: a pattern of behavior—a skill—a global pattern that links all kinds of patterns: perceptual, emotional, intuitive, conceptual, factual and ultimately behavioral.
To establish a new skill...
Click here for the entire article
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To discuss your specific needs, please contact an ALD representative
ALD, Inc. | 3021 Lake Forest Drive | Hayden Lake, ID 83835
PHONE: 1-888-762-9699 or 208-762-1322
FAX: 208-762-2653 | EMAIL info@ald-inc.com
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