Blog - Focal Leadership

Can virtual classroom learning be as effective as in-person?

April 14, 2020 By Neil Grant

Virtual classroom learning is going through the roof during these times of social distancing, restricted travel, and working from home. So, is it as effective as in-person learning? Why don’t we switch to this modality entirely? Afterall, it saves money, time, and facilities.

Inevitably with a topic like this there are those who will argue strongly on both sides of the question. I try to adopt a position of reasonableness and pragmatism, not underestimating the fact that seismic events such as the one we are now experiencing can change the paradigm.

Let’s examine the “Yes” answer to the question.

A lot of the impact of virtual classroom learning is dependent on the artistry and instructional design of the solution. Tools such as Adobe Connect and Zoom provide excellent platforms. But the existence of a good tool does not guarantee a great learner experience. A lot of thought needs to be given to the interactivity of the learning in order to not only keep the learner engaged, but to ensure that learning takes place. A challenge for all learning and development is, “does it add value and make a difference?” If it doesn’t, why spend money on it!

Great learning solution design is essential. It is also vital that virtual learning integrates elements of application – much the same as in-person learning. So, including actual learner experiences and examples is important for relevance, as well as creating a bridge to apply the learning directly to work and behavior change. For example, pre-learning might include learner analysis of how current performance is delivered and measured. The learning program can then overlay principles and models that outline best practice. The learner can appraise present state against a desired state by applying learning principle taught in the virtual classroom. This can then translate into an actionable plan on return to the workplace.

One of the biggest questions raised with virtual learning is “what about behavioral-based learning?” I would argue that virtual experiences can still impact behavioral change. Engaging the learner through virtual break-out discussions, reflection, assessments, and action planning, all help with this. Accompanying any virtual classroom experience with feedback, coaching, manager check-in, and strong application opportunities, can only strengthen the opportunity for behavioral change. Of course, this change to behaviors requires personal accountability, and this can often be supported if virtual learning programs have more than one module. Multiple modules can facilitate practice and report backs.

So, what about the “No” arguments.

Despite the skills and ingenuity of virtual content designers, as well as the charisma and professionalism of facilitators, there will always be arguments as to why virtual learning doesn’t deliver the impact of in-person learning. I would prefix the argument by “it depends on the learning.” There is no doubt that skills and knowledge transfer can be accomplished virtually. I also know that behavioral change can be stimulated using virtual learning, if the support mechanisms are implemented as mentioned in the last paragraph of the “Yes” argument.

There are some in-person learning experiences that are however difficult to replicate in a virtual way. For example, programs that include high levels of senior leader interaction, simulations, practice, project collaboration, and experiential or immersive activities. Each of these on their own can be done in a virtual way, but there are inevitable compromises in the depth and concentration of the experience. Asking people to learn through their laptop screens for hours on end, regardless of the mix of virtual experiences, is different to the diversity of focal lengths and interactive experiences they experience in-person.

The type and temperament of individuals who learn well virtually also plays a role. Some people may not find they can be as expressive as they would like, or their interactions are more transactional. Of course, the reverse might be true for those who find in-person learning a challenge to their introverted nature. Either way, virtual learning changes the dynamics of human interaction purely because it is through an electronic medium.

It may be that our world is changing irreversibly through current events. It is almost inevitable that the demand for virtual learning will increase, as will the skill levels at designing and delivering it. Can virtual classroom learning be as effective as in-person? Yes and No. That’s the ambiguous and changing world we live in.

5 strategies for being your best during a crisis

March 23, 2020 By Neil Grant

Many people are sharing great words of advice for coping in our current circumstances and I’d like to share 5 strategies for being your best during a crisis.

Reinvent yourself

Of all the times in recent history, now is the moment to reinvent yourself. That doesn’t mean trashing everything you’re good at but facing up to the reality that the world around is evolving at an accelerated pace right now. Clients will realize that virtual meetings can be as effective as face-to-face ones, virtual training and webinars do add value, high quality take-out meals are in demand, etc. Reaching people and connecting with them is going to be different now and will be more different in the future. Become an expert in using interactive online meeting portals, learn new skills for a more virtual world, or maybe even consider a career shift so that you can be more relevant and impactful. Whatever your profession, conduct a reflective inventory as to how you can reinvent yourself … not just for a more virtual world, but for when we return to a semblance of normality and you can be a better version of yourself.
Be a voice of reason

It’s intriguing to see how polarized opinions become in times of crisis. “This will last for two years”, compared with “it’ll blow over before you know it”. “Stock up with a month of groceries”, compared with “I go out every two days and buy what I need”. “Find a way of meeting up virtually”, compared with “how can we twist the advice to meet up in small groups and just sit further away”. And the political blame game continues. If you can, control your impulses and be a voice of reason, reasonableness, and responsibility. Don’t jump on extreme opinions, don’t argue, and don’t get drawn into taking sides. Be a moderate in times of extremism, be a collaborator in times of differences, and try to add humor wherever you can.
Be purposeful

You may or may not be impacted significantly by the current crisis. You may be fortunate enough to have a job which continues to roll along or even ramp up in these times. But many are facing a loss of work, or at least a significant downturn. We are already seeing marriage troubles increasing as stress levels mount, investors panicking, and parents struggling to work at home (if they can) with their kids suffering cabin-fever. One of the most important strategies you can embrace at this time is to build purpose into each day. Create a structure to your waking hours, fill it with meaningful activity, and beware the enemies of laziness and depression. Exercise every day, cook meals, be creative, and let your deep sense of purpose express itself … i.e. reflect on who you are, your talents, your values, and your passions, and let these shape your world more than ever.
Seize the day

What can you do now that you would otherwise have had no time to do? Maybe clear up your office, get a head start on cleaning up your yard, connect with your network proactively, use your time to think creatively, design, and develop new products. Grow your own skills by taking time to learn. There are so many opportunities that this crisis presents. Indeed, when business gets back to “normal”, the time you have now will evaporate sooner than you know. You may well be so max’ed out because everyone will be on catch-up, that you rue the day when you had time to add value but didn’t take advantage of it. So, seize the day and the unique opportunities it presents.
Make the world a better place

You can either hunker down or hustle. You can bemoan your lot or reach out to others whose lot is worse than yours. You can wait for people to contact you or you can be the one who takes the initiative. You can make the world a better place during these troubled times. You can be the friend who connects, you can be the one who take responsibility for overcoming restrictions and finding virtual ways to connect, and you can be the one who brings light into other people’s world. Write someone a letter and mail it, take a photo and share it, offer insight and bring it … all of these add value to the world around you. Take a moment to make someone else’s day brighter.

Now isn’t the time to pontificate or being a smart ***, but it is the time to be the best human being you can be!

3 reasons why leaders should focus on their strengths

March 10, 2020 By Neil Grant

Leaders should focus on their strengths. Why write an article about something so obvious? Because most personal development plans focus on addressing the gaps in a leader’s skill/behavior set. Isn’t that true? When leaders participate in assessment for development, invariably the feedback discussions focus on how they can make up a lack, rather than build on their strengths. There is absolutely nothing wrong in identifying development gaps. Indeed, I invariably practice this when coaching leaders. But the biggest differentiator in leadership is accentuating strengths rather than addressing weaknesses. That isn’t to say that blind spots, over-played strengths, or critical deficiencies can’t be derailers.

Recently when coaching a senior leader, he shared with me that one of his greatest weaknesses was large group presentations. This leader is a superb conversationalist and a very warm human being, as well as being a very effective business leader. I offered him a suggestion that he might turn the tables on expectations for the presentation set-up to work in line with his strengths. “Why not tell a story, be more conversational, have a fireside chat environment, be interviewed …. anything but standing behind a lectern delivering a presentation.” He started his presentation with a story, which not only resonated enormously with the audience, but also helped him slow down, become more comfortable, and deliver a much more confident presentation.

It’s no accident why you are a leader

Becoming a leader of others often means that individuals have demonstrated abilities and performance to warrant them being asked to lead others. Whatever these skills are, it means that a leader has a gift that adds value. They may still need development as a leader and as a contributor, but their track-record has earned them status.

A leader might have strategic insight, professional expertise, or inspirational talent. Whatever their differentiation, it has had an impact on those around them and still does. Making this unique talent even more impactful is how to maximize their potential and deliver higher value.
Strengths distinguish, weaknesses dilute

Individuals are known for their strengths and weaknesses, but it’s often the strengths that leave the greatest legacy. It’s the same for organizations – some are great at volume, some specialize, some are acquisitive, some are geographically focused, etc. Almost all geniuses have their flaws – some very major ones. But this doesn’t take away from the fact that they are geniuses!

Leaders who focus only on developing the gaps in their skills/behaviors are in danger of becoming average. Leaders who take every opportunity to play to their strengths, mindful of developing their gaps, are the leaders who rise to the top. Of course, the great leaders are those who surround themselves with others who have strengths where they do not.
The world needs strong leaders

If you have had the experience of being led by someone who hesitates, lacks confidence, and who fails to inspire, you will understand this last point very well. The world needs strong leaders. By “the world”, I mean companies, nations, families, teams, and organizations of any sort. Being led by someone who demonstrates conviction, courage, and compassion, is to feel the power of a leader with vision and gravitas.

Leaders who step up and inspire followers are essential to propel people and organizations forwards. They often have belief, wisdom, and empathy … or even if they only have one of these in abundance, they still leave their mark.

There will often be reasons to pick up on a leader’s deficiencies. There will invariably be development gaps that leaders need to address. But there is always a need for leaders whose strengths are the reasons why they are recognized, rewarded, and respected.

Leadership vulnerability allowed!

February 17, 2020 By Neil Grant

Leadership vulnerability is a topic occasionally addressed in books and articles, and sometimes addressed in personal conversations. It is not often a topic addressed in leadership development programs. Vulnerability is defined by Wikipedia as the inability (of a system or a unit) to withstand the effects of a hostile environment. I’d like to think that a “system or a unit” could also include a person! A hostile environment can simply be an environment where the person is struggling to cope or facing forces that they find imposing or threatening.

It would be interesting to see this topic as an agenda item in a leadership development program alongside topics such as strategic thinking, emotional intelligence, influencing, etc. Why? My experience as a coach and developer of leaders over the past 20 years has taught me that many leaders need to talk about their vulnerabilities as well as addressing their competencies and behaviors. Some assessment tools provoke these conversations with reference to stallers and stoppers, over-played strengths, or other personality traits and drivers. These sometimes still feel a little “normalized” rather than coming from deep personal reflection or an inner sense of inadequacy – which can sometimes consume leaders.

In some of the most vibrant and progressive organizational cultures, personal coaching situations often provide the context for leaders to talk about their sense of vulnerability, weakness, struggles, and personal dilemmas. These may be related to their roles and responsibilities, and sometimes it might just be a relief to have time to breathe out and speak to someone confidentially about themselves.

I recall one situation where a coaching conversation started with an invitation to the leader to talk about whatever was most pressing for them. “My marriage” was the answer. This leader was facing a real conflict between their work demands and the time away from home that this required. As an executive coach, I haven’t faced this specific scenario on many occasions, but I often have conversations with senior leaders about personal challenges that they would otherwise be reluctant to talk about with anyone in their organization.

How many leaders are faced with insurmountable pressures, unreasonable work/life balance, health challenges, or domestic issues influenced by work? How many leaders are a breath away from depression, burn out, or just being desperately miserable? How many leaders feel the pressure to perform and keep giving their lives to a job without deep reflection on their personal happiness?

At this stage I do want to recognize that there are many leaders who have a clear grasp on their personal fulfilment and are very balanced in their roles, personal lives, and sense of purpose. Leaders who have personal challenges and vulnerabilities are not lesser leaders or weak leaders, they are still leaders. Leaders who haven’t confronted a moment of vulnerability shouldn’t look down on those who have – life has a habit of turning tables!

Confronting a vulnerable situation can be the beginning of a better tomorrow. Whether it is a sense of personal inadequacy, a mismatch with corporate culture, a clash with leadership, a desire to redirect a career, or any other hostile influence, leaders are better when they can talk it out. A “hostile influence” doesn’t need to be a game-changer, it can just be a moment to confront situations that don’t feel fair, balanced, or positive. I have had frequent coaching conversations where leaders achieve personal breakthroughs after they have spilled their guts to someone in confidence. We live in a world where the pressure to perform and deliver results often exceeds the care of people. Coaches are not counsellors, but leaders often just need an empathetic human being to talk to. Executive coaches are best positioned to coach others when they have faced similar pressures and are professionally astute at addressing vulnerabilities of leaders in today’s workplaces.

One phrase that should never be used with someone expressing personal vulnerability is “get over it”. I would however like to suggest that we should “get over it” when someone wants to talk about their vulnerabilities …. this is normal, human, and ok! Indeed, it could be said that the most secure and confident leaders are those who gladly admit to vulnerabilities. Honest leaders know they aren’t perfect!

3 reasons why some leaders can’t manage

February 4, 2020 By Neil Grant

Why is it that some leaders can’t manage? Does it matter if you are a leader or a manager? Leaders or managers? There are many distinctions between these two:

Leaders do the right things, managers do things right
Leaders create vision, managers define tasks
Leaders disrupt, managers stabilize
Leaders influence, managers implement
And so on ….

The distinctions above are never quite as binary as they appear. Many organizations have an aspiration to promote the best people to the most important roles. This is the obvious thing to do to be successful. Why is it then that some senior leaders, or it could be many of them, are not great at managing others? Given that influence and role modelling are so powerful, shouldn’t leaders also be great at managing people? To be pedantic, we could say “leading others”, but that would just be a play on words. How many leaders are excellent at spending time with their direct reports, maximizing their potential, coaching them to be better, listening to them, giving them career advice, and knowing what challenges they are facing in their roles? What reasons get in the way of this? There are three areas of deficiency that lie at the heart of this:

Time
The pace of organizational demands can be suffocating. Achieving targets can be overwhelming. Responding to others can be never-ending. Many leaders are simply starved of time, or don’t prioritize the management of others to do it well. Trying to fit in monthly one-on-one meetings with direct reports is nigh on impossible. Should it be an hour, 30 minutes, every two-months, or even on-demand. Afterall, good people can manage themselves, can’t they? Leaders who don’t prioritize the people who work for them are simply victims of the stranglehold of the clock. Working through others is always more impactful than maximizing your own capacity. Leaders who miss the opportunity to spend time with their direct reports are missing the point. Motivating them, inspiring them, rewarding them, and engaging them are all essential to get the best out of others. Leaders who don’t dedicate time to managing others are undermining their own effectiveness as well as reducing the power of the collective organization to deliver.
Skill
Some would say that leaders don’t need to be good at managing others because they’re doing something more important, i.e. leading from the front. Of course, the other key component to leadership is followership. Being great at leadership, but lousy at winning the hearts and minds of those who follow isn’t an equation that works well. Being able to listen, understand, and empathize with others takes time and skill. Some leaders simply don’t have the skills to manage well. They might be excellent at leading the line in generating business and be fabulous at delivering results. But doing this over time, without supporting the needs of your own employees, will not result in organizational health. Leaders, for whom management responsibilities don’t come naturally, need to apply themselves more intentionally, leverage other people’s skills, and be very honest about their own limitations. Leaders often have the capacity to also be effective managers. Acknowledging a skill deficit and getting some personal development might dent their pride, but it will benefit their employees.
Will
Some leaders just aren’t motivated to manage other people. They are rewarded primarily for the business they generate and the numbers they achieve. The price of not managing others well simply isn’t meaningful enough to inspire them to be different. Bonuses are paid out on 90% financials, and 10% the rest. Creating a vibrant culture of connected and challenged people isn’t in the top 5 of some leader’s priorities. They may list it there when conducting off-site team workshops, but in their own minds it’s a nice-to-have. They don’t wake up with a focus on getting the best out of others. Every now and then they may have a twinge of acceptance that this is important, but by 9:00 am it’s gone. Facing up to personal priorities and motivation is not just the domain of others going through development programs, it’s a wake-up call for all leaders.

Managing others is often relegated to second place to providing leadership. Maybe it’s time to bring it up to joint first place!