It’s not always obvious to clients or new Refinery staff why we take the process of “discovery” so seriously. Not every instance of teaching requires extensive discovery or diagnostic effort. I usually don’t need to know much about someone, to explain where Bora Bora is on a world map or tell someone facts about the Galapagos Tortoise. If the “someone” in question is literate, and speaks my language, and has seen maps and tortoises or turtles, we do not need much “discovery” to understand how we would teach.

Our work is rarely like this. Our work is more typically aimed at changes in behavior, not simply acquisition of facts. Our clients expect us not only to influence individual change, but organizational change. Changing an individual’s behavior is tricky…as any smoker or ex-smoker can attest. Changing an organization’s behavior is at least as challenging, if not more so.

At least half of the value of a good medical practitioner’s skill is knowing what needs to be changed.

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The use of technology for learning and development in organizations does not appear to  be keeping up with the pace of growth and change in technology itself. In the ASTD State of the Industry Report for 2010, they found that the proportion of technology-based delivery of learning has decreased by 7.2% from 2009 to 2010. Since 2006, the percentage of learning delivery that has been technology-based has only increased by 3%.

When I read this report, I was surprised at the relatively low growth in this industry, especially given the pace of change and growth in technology and the ongoing conversations about utilizing technology for learning at the ASTD Tech Knowledge Conference last month in Las Vegas. Technology allows us to cater to different schedules, locations, and learning preferences, so it got me thinking about the barriers of using technology for training and development.

What does it take for online learning to be really successful? I’ve been a part of a few different types of formal online learning – guided courses, self-directed learning, and between class discussion forums and assignments.

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I thought I’d do a series of blogs about our “method” or process. I probably get asked about how we do our work more often than any other question. It is a key question not only for clients but for our new employees.

I plan to touch on a few different aspects of our leadership development methodology, including our discovery process, assessment process, and design process. All of these are in some sense “proprietary” but none of them are easily imitated. I’m happy to open the kimono so-to-speak.

In this first post, I’ll focus on teaching vs training. We regularly use the word “teaching” to talk about our work. It is the most common word used internally to describe what we do when we are flying off on plane to go and do it, and probably equally common when talking with clients or prospective clients. We rarely use the word “training”, although most of our industry refers to itself this way.

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Not too long ago, the whole Refinery crew got together in Vancouver for what can only be described as ‘a big deal’, bringing together our entire global team. We came together to explore our practice, and share and discuss goals in the New Year. I decided to take connectedness very seriously after this amazing retreat, particularly upon noticing how it emerged so strongly in our discussions. Sometimes it made stellar appearance explicitly through spoken words such as engagement, identity, buddy, accountability, client relationships, and those are just the ones at top of mind right now! Other times, probably most of it, connectedness was implicitly communicated through our body language.

As bold as this statement may sound, I think that connectedness at the retreat, after the serious business was finished and we had the chance to eat, drink and dance, was most meaningful when our minds and bodies merged and, to some extent, let themselves become one with the ‘music’. Myself, being somewhat of a serious daydreamer, started building a fantasy world at the party. This happened at the very moment I started dancing.

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We are proud to announce our very own Barbara Ross-Denroche as a winner of the 2012 Enterprising Women of the Year Awards! The annual award recognizes the finest women entrepreneurs around the globe, and we at The Refinery could not be more excited to see Barb’s recognition from such a prestigious program for women business owners. Barb’s commitment to growth at The Refinery, her leadership in the community, and her dedication to giving back to support other women in business has distinguished her amongst hundreds of other nominees around the world. Her founding principles have and continue to be a commitment to building a values based firm which can be attributed to her success. The Refinery was recognized as one of two Canadian organizations to receive the award falling into the category for over $1 million and up to $5 million in annual sales revenues. Congratulations Barb!

For more information about the awards visit Enterprising Women:  http://www.enterprisingwomen.com/EWofYearAwards_2012.htm

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