Strategies for Building Robust, Passionate & Transformational Learning Communities Learning 2011 Orlando, FL, USA (add learning 2011 logo here) Susan Sarfati,

Strategies for Building Robust, Passionate & Transformational

Learning Communities

Learning 2011Orlando, FL, USA (add learning 2011 logo here)

Susan Sarfati, CEO

High Performance Strategies, LLC

Growing Leaders & Organizations That Stand Tall

Washington, DC 

Mobile: 1. 202.365.3440

[email protected]

www.sarfatihighperformance.com.

Learning Objectives

• Explore 5 key characteristics and benefits of a professional community

• Use appreciate inquiry strategy for expanding your thinking

• Identify competencies needed for developing and populating a learning community

• Share best practices for building a learning community

Susan Sarfati, CAE

“Most companies chase theopportunities that everyone elseis chasing; miss opportunities that everyone else is missing. It’s the

companies that see a different game that win big.”

William Taylor

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Share Information. Connect. Communicate. To find Safety. Honesty. Insights. Support. To increase your voice.

Participate in the Professional Community to:

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Understand how to build community.

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People want to make a difference, to be recognized, to be respected, to be included, to contribute and to make their profession and the world better.

Characteristics/Benefits of a Learning Community

Value Proposition

Four-Stage Learning Cycle

• 1. Knowing – “I get it.”

• 2. Understanding – basis for deeper insight

• 3. Thinking - assumptions – setting stage for learning

Two Levels of Learning

Level 1 – Translate assumptions into actions

Level 2 – Assumptions move to actions that change the rules of the game

Learning Leaders

Michael Dell – changed the game in computer delivery systems

Bill Gates – extended knowing and dominated computing

Steve Jobs – reframed the personal computer world

Content isn’t king any longer; context is.

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Connect the dots and make sense of content in relevant ways.

That’s how you differentiate yourself.

Live your brand which is the promise you make to your constituents.

16Deliver on the promise!

Become THE THIRD PLACE

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APPRECIATIVE INQUIRY

Organizations are not problems to

be solved.They are,

themselves, a solution to a problem or challenge.

AI ASSUMPTIONS

AI assumes that everyorganization/community

has manyuntapped and rich

accounts of the positive --

what people talk about as past,

present and future capacities.

Shift from Problem Solving to Positive Change

Works for:Building partnerships/alliances

Transforming cultureEngaging stakeholders

Strategic planningSpeed to market

Enhancing moraleFinancial improvement

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APPROACHING PROBLEMS FROM OTHER SIDE

• Appreciative Inquiry (AI) begins an adventure.

• It can help create a “positive revolution.”

• AI can get you better results than seeking out and solving problems.

• It is NOT mindless happy talk!

DEFINITION OF POSITIVE CHANGE

AI seeks to work from accounts of the positive core. This shift from problem analysis to

positive core analysis is at the heart of positive change.

Old paradigm – change begins with a clear definition of the problem.

PARADIGM SHIFT

Problem Solving

Identification of problem Analysis of causes Analysis and possible

solutions Action Planning

An organization is a problem to be solved.

Appreciative inquiry

• Appreciating and valuing the best of what is

• Envisioning what might be

• Dialoging what should An organization is a mystery to be embraced.

APPRECIATIVE INQUIRY SUMMIT• Engages and taps into strengths of the whole

system by gathering collective intelligence of the whole

• Is a process to guide large groups

• Maximizes talent and creates buy in

• Everyone can be part of the inner circle of strategy

Your Turn

• Think back to a time when you had an extraordinary experience that helped to build a Learning Community.

• Describe the situation.

• What made this such a great experience?

• What are the words you would use to describe the experience?

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Communication must to be two way. Not only speak to learners but listen and respond to them. Remember to

always use SIMPLE SPEAK!

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Tell Stories.

Facts are facts but stories are how you learn and

engage.

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Create a process for ongoing collection of needs, wants, perceptions. Communicate

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results, don’t hoard information.

Realize that one size does not fit all. Profile learners according to their

aspirations, values, issues on their plate, who they are as people.

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Assign each new learner a mentor. Help them get them involved and engaged immediately and on an ongoing basis.

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Give away free stuff.

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CREATE A BUZZ. INTRODUCE HIGH IMPACT INNOVATIONS, NOT SMALL TWEAKS OR TINKERING.

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Create experiences that are remarkable.

Capture the hearts and minds of your learners and engage them for the long term.

Be personal. Show your personality. Always deliver value.

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Down with busy work and bureaucracy and same old,

same old.

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Up with creativity, innovation and meaning.

You may have a community of thousands, but create experiences of

one.

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Surprise, Delight and Challenge

SURPRISE – Your learners with

the unexpected

DELIGHT – Delight them with

extraordinary experiences

CHALLENGE – Your employees to

be learning focused 100% of the

time

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Delivering Happiness(customers and employees)

“People may not remember exactly what you did or what you

said, but they will always remember how you made them feel.”

38Source: The LetterTwo.com

Innovation

Innovation allows organizations to remain competitive. Nurturing the ideas of

employees is vital to the growth of the organization. 39

Be a student of motivational theory, organizational culture, emotional intelligence, psychology and

demographics.

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Develop a unique organizational culture…

…and stand

behind it.

Carly Fiorina (former CEO) of Hewlett Packard), coined the phrase “one thousand tribes”

to describe organizational territories/ silos that operated almost as competitors.

You need silo-busting tools and strategies to offer quality communities.

Learning Communities are a Team Sport.

Invite as many voices to

contribute as possible.

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Be inclusive, open, transparent, authentic.

Deliver the most exquisite, off the charts level of customer care to your

learners. Live and breathe your people!

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Balance high tech and high touch. Don’t jump on the technology bandwagon “just because” or to

follow the crowd.

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Use technology as a tool to accomplish relevant goals.

ESPECIALLY A KALEIDOSCOPE

“A learner needs 4 tools – a telescope to look at the future, a wide-angle lens to look at the

periphery, a microscope to look at the details, and a kaleidoscope to look at changing patterns

and unending possibilities.”

What is your best piece of advice on how to strengthen learning

communities?

212 – The Extra Degree

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Customized Speaking & Consulting based on 25+ years of leading organizations with 15 years as a risk taker, creative and innovative CEO. Track record of growing leaders & organizations that perform at extraordinary levels by combining practical approaches, flawless execution and BIG IDEAS.

Areas of Expertise:

1.  Organizational assessments2.  Best practices and innovative thinking in organizational strategy3.  Leadership and management development 4.  Customer service 5.  Women’s leadership strategies6.  Social responsibility strategies and tactics7.  Creating experiences at events and building learning communities

Susan Sarfati, CEOHigh Performance StrategiesGrowing Leaders & OrganizationsThat Stand TallWashington, DC  20003Mobile: 1. [email protected]