Matt D.M. Watson, Ph.D., PMP’s Post

💡 Francesco shares some great insight here as to why learners struggle to learn. Assumptions are one thing (and a bad thing), but having data to back-up your thoughts are key to addressing change within your organization. When it comes to learning in your organization, how do you approach and address change? #foodforthought #change #learninganddevelopment #insight #lms #learningexperience

Reflecting on my time as a Strategy and Pacific Board Director at LexisNexis, I’m reminded of a significant transformation we navigated. The Challenge 🤔 LexisNexis, a multinational publishing company, faced a critical shift. With the rise of the internet, our traditional content became readily available online. We needed to pivot and decided to invest in practice management software, integrating our content into this new platform. However, the change was met with confusion and resistance. No one below the 8th floor understood why we were doing this, what their role was, or where the company was headed. The First Steps 👣 I made it a priority for our exec team to walk different floors daily, making themselves visible and accessible to staff to build trust and open channels of communication. It was essential for our team to see that leaders were there to support and answer their questions. Engaging the Everyone 💃🕺 We organised a company-wide conference to engage our people, followed by regular town halls to explain the vision and address concerns directly. At the conference, I introduced a one-pager, refined it with team input, and clearly explained who we were, where we were going, and each department’s role in getting there. The Role of Training 👩🏫 Training was crucial, but blanket training wasn’t the answer. Many employees felt too busy or saw it as an added burden. Instead, I focused on our top, most ambitious staff. Once trained, these people shared their knowledge with colleagues, creating a ripple effect of skill and confidence. Actively Addressing Concerns 💭 We didn’t wait for concerns to be raised; we proactively engaged with our staff, inviting feedback throughout the process. This approach not only helped us identify potential issues early on but also gave our employees a sense of ownership and involvement. Highlighting the Benefits 🕵️ I ran a Future Vision Workshop to collaboratively identify the benefits of upcoming changes, helping our team see the benefits and feel more connected to the change. Sustaining Momentum 💥 I implemented a scorecard system with performance goals and regular strategic reviews. Responsibility for tracking these goals was divided across the team, ensuring accountability. We also conducted "Hotwashes" to assess what worked, what didn’t, and what could be improved, maintaining momentum and making regular adjustments to keep the initiative on track. Key Takeaway 🗝️🥡 The key to our success was getting staff to see the change's outcome themselves and understand their role in it. Engaging early adopters from the start created an army of evangelists who made achieving our goals much easier. Focus on your early adopters—they’ll help drive the change. ❤️ and follow me for more insights into achieving breakthrough results and scaling for sale so that you can create lynchpin redundancy #FlashbackFriday #Leadership #ChangeManagement #EmployeeEngagement #StrategyExecution

Adopt a nimble strategic planning approach that is actionable and adaptable, and then uncover and overcome learning needs in order to set people up for success Sue and guest Doug Morse discuss the importance of strategy and culture in healthcare organizations, particularly in rural healthcare. Listen Here: https://bit.ly/3uOFPxH

Today's SCN meeting was nothing short of spectacular. There is something to be said when you're in a meeting and NOT staring at the clock waiting for it to end. Right?? Stepping into the role of education chair, I led the charge with an exciting dive into our latest theme: "Scaling a Business." Faced with the absence of a speaker, I seized the moment to share my journey, unpacking the evolution of SOPs through my 20+ years in business. In a world where technology sprints ahead, keeping SOPs fresh is no small feat. Our game-changer? Focusing on the 'WHY' behind tasks to drive consistent results, no matter the method. This shift in strategy has turbocharged our efficiency, allowing my team to concentrate on what matters. Given the incredible engagement we had on this topic today, I thought it would be great to continue the conversation here. I'm eager to hear from you—how are you innovating your SOPs? What's working? What's not? Let's share our insights and push each other towards success! Thanks for being amazing everyone 🙌 Bernie DeSantis III William Streets Michael J. Mallon Jr. John Browning J. Baron Lesperance Susie Taylor Greg Giniel Kate Volman Kenny Lange Julie Trombley Meredith Rhoades Gillian Cramner Alison Simmons Shannon Carriere Success Champions Networking (SCN) #BusinessGrowth #Efficiency #Engagement #Innovation #ProcessImprovement #ScalingABusiness #SOPs #SuccessChampionsNetworking

The long-term health of an organization is increasingly shaped by a strong L&D strategy. Are you making the most of your training programs? With over 35 years of experience, we love supporting L&D innovators as they take their training programs to the next level. Learn more about L&D Consulting here: https://lnkd.in/dw2y-wpB. #LearningAndDevelopment #LeadershipTraining #ExperientialLearning #StrategicConsulting

Continuous development of the skills and knowledge of the Board is key to ensure that they understand their duties and stay up to date on changing regulatory requirements. It can also provide a proactive opportunity to assess future risks and opportunity, including “horizon scanning”, that can inform the forward-looking strategy. Here is how Director upskilling could be integrated into your annual Board calendar.

Elevate your board's effectiveness! Dive into Assocations Now's latest blog on streamlining board orientation and fostering a healthier governance culture. Discover the three pillars: strategy, structure, and culture, for smoother board operations. Let's build better boards together! #BoardLeadership #AssociationManagement https://hubs.li/Q02vqJ5w0

The new Standards are coming next year, and let’s be honest—waiting until the last minute just isn’t an option. If RTOs want to transition smoothly and avoid a scramble, now’s the time to get ahead of the game. Preparation doesn’t have to be overwhelming; it’s about breaking things down and taking practical steps now to be ready. First off, start by diving into the new Outcome Standards and identify what’s changing. Look at each area—training and assessment, student support, workforce requirements, and governance. Then, take an honest look at your current practices and pinpoint any gaps. Where do you already meet the mark? Where might you need to adapt? Once you have a clear picture, prioritize your action items. Small, steady changes over time make a big difference, and they’ll help you stay on track without disrupting your day-to-day. It’s also a great time to engage your team. Getting everyone on board early means the changes won’t just be compliant—they’ll be part of the culture. The bottom line? The new Standards are an opportunity to enhance the quality and integrity of our training. By planning ahead, we’re not just meeting expectations; we’re setting ourselves up to thrive. Let’s take the initiative now, so come next year, we’re ready to hit the ground running. Helping businesses achieve quality outcomes for their clients. Get in touch → 0467 751 182 Book a call with me today → https://lnkd.in/gBwi_S6F Subscribe to our mailing list today → https://lnkd.in/gixmitS9 #OutcomeStandards #RTOs #TrainingAndAssessment #EducationLeadership #WorkforceDevelopment #StudentSupport #QualityTraining #ContinuousImprovement #Governance #ChangeManagement

Adopt a nimble strategic planning approach that is actionable and adaptable, and then uncover and overcome learning needs in order to set people up for success Sue and guest Doug Morse, MBA, MA discuss the importance of strategy and culture in healthcare organizations, particularly in rural healthcare. Listen Here: https://bit.ly/3uOFPxH

A little advice for a young professional entering the workforce. “ 1. The world is all that is the case. 1.1 The world is the totality of facts, not of things. “ (Incipit of Wittgenstein’s Tractatus) There is a massive level of confusion in any organization due fuzzy use of words. The next time you sit around the table with a bunch of VPs and directors discussing about “go-to-market strategy” (just an example amongst thousands) know that each person will have in mind something slightly (hopefully) or significantly (sometimes) different. The more ambiguity persists into a project the more damaging it will be for the project. One day somebody will calculate the efficiency potential of clarity in management. Ask questions, be specific, be semantically accurate, be logically consistent and ensure that everybody understands. Have a paragraph on definitions at the opening of the meeting, if needed. Be a little corporate Wittgenstein.