The ROE Report Results: A recent “Return on Expectation” (ROE) study for CRM’s popular training video Positive Discipline has shown that customers love the program’s simplicity and practical advice for turning a negative and dreaded part of work life, into something ultimately positive.

Customer expectations with Positive Discipline were met or exceeded more than 90 percent of the time, the study found. Both individuals and organizations have rated their experience as “highly satisfactory” in an independently-conducted study.

About the Video: Positive Discipline takes a common-sense, non-adversarial approach to one of the toughest parts of being a manager or supervisor. What’s usually a nightmare becomes an opportunity – the key is putting the ownership of the solution in the hands of the employee. This performance-based program offers practical, step-by-step methods for overcoming problem behaviors.

Survey Methodology: A variety of clients participated in the survey, from business, education non-profit and government sectors. Interviews lasted 30 minutes each, and each client was told that answers would be anonymous and aggregated into a central database in order to ensure unbiased feedback.

Training expectations: Training frequency varied widely – some clients reported using the program once every three to four months for managers and supervisors; others six times a year as part of a leadership training program, and one client uses it regularly as part of an ongoing supervisory program for all managers.

“I wanted scenarios, examples and I wanted a methodology to handle discipline situations”, one client said. The program delivered with a practical, step-by-step process. One client specifically mentioned the “journaling” process that was particularly helpful with tardiness and attendance issues. “Managers now have specifics when talking to employees.”

Most clients reported purchasing the program simply to help managers and supervisors deal with difficult situations. “They were struggling with this,” one participant said. “They don’t want to feel like the bad guy.”

Clients especially liked the program’s performance-based methodology. “We wanted something that provided a solid outcome.” Other respondents praised the program’s adaptability, saying the complete package provided solutions for managers and supervisors on a variety of levels.

How Behavior Changed: “After the last class, several managers in operations e-mailed me saying they’d been able to handle the difficult situations they’ve been dealing with,” one client reported. “Our front-line supervisors have used the skills from the program and reported it working well – they found it much less adversarial.”

One participant said the program was especially helpful for first-time managers. “It has the potential to reduce employee litigation, improve morale and reduce turnover,” another client thought.

And everyone agreed on this comment: “Anecdotally I have heard that it saves time and a lot of trouble – we’re learning to deal with things before they completely explode.”

View Trailer or Full Length Preview of Positive Discipline

A practical and direct process for use by new or seasoned mentors can be mastered in four simple steps.

Step 1: Extend Your Reach
Managers often report that one of the most satisfying parts of their job is when they have the opportunity to share their knowledge, experiences and insight with others. Reaching beyond the daily responsibilities of their job and profoundly affecting the growth and development of others brings the manager immediate rewards and the organization long lasting benefits. Fast-track mentoring education begins with “where and how” to offer help to learning partners.
Today´s employees want to learn and grow. Their own success is very important to them. The employee who cannot get answers, cannot learn or find out how to be successful, often grows frustrated and leaves the company.

Step 2: Listen, Don’t Preach
The mentor’s job doesn’t start with giving advice - it begins with listening. A mentor needs to hear what their partners want from the process. It’s also critical to learn about development needs and expectations. A good mentor must learn to explore the focus and understand the goals of their partners.

Step 3: Do More Than Teach
The traditional mentor was a teacher-but today it takes much more to be a successful mentor. There are four different conversation styles that can be used to stimulate learning and transmit knowledge quickly. They have been proven to promote learning and transmit knowledge quickly. Mentors need to learn how to share their stories, encourage dialogue, debrief their partner’s experiences, and help build network connections for their partners.
In a world where overnight obsolescence threatens skills and knowledge, success calls for creative ways to foster learning, improvement and everlasting experimentation.

Step 4: Define Actions for Each
Mentoring partners have equal responsibilities in making the process work. They need specific action plans so that both mentor and partner can measure the progress of their work together. The Mentoring process can be a great source of personal learning and satisfaction for everyone. But much of its success depends on finding the right balance between doing too much and doing too little.
As technology continues to change and the world continues to move faster, the value of using knowledge effectively in an organization will continue to skyrocket.

How Everyone Benefits
While the time-honored practice of mentoring has always been with us, it is now more than ever a dynamic tool for building collaborative relationships. Organizations need a simple but elegant process that demystifies the mentoring journey. It also should work to develop the mentor as he or she works to develop others.
A successful process should provide mentors and their partners with specifics on what to do, what to talk about, and how to take action. Mentoring in this fast-track format may well be one of the most powerful ways to engage and retain both employees and managers. It should also provide a payback for the organization so that talent can be recognized and grown.

Reprinted from hr.com, your source for knowledge, expertise and resources.

Need help in this area? Try When The Coach is You!
Learn the five steps to effective coaching – and you’ll see why anyone can be a great coach, regardless of their role in the organization.

The case for mentoring in organizations is now more compelling than ever. It is clear that mentoring supports the retention, development, and engagement of today’s workforce. It is a direct link to an organization’s productivity and, ultimately, profitability. No one really needs to be convinced as to what a powerful and dynamic process mentoring can be for both employees and organizations. It has the potential to elevate corporate dialogue from the mundane to the truly transformational. But the key concern has always been how do managers learn the skills, find the time, and build the relationships necessary to make it successful.

Business Week reports that over 35% of employees who are not being mentored within 12 months of being hired, are actively looking for a job!

Many mentoring programs begin with high energy and good intentions, but end up with little impact and less long-term follow-through. In our current organizational climate there is a pressing need for a practical way to educate managers and leaders quickly so they see mentoring as a positive experience rather than a burden. The task is to integrate a simple and effective method to give managers, team leaders and individual contributors the basic skills and practical how-tos of mentoring others that makes it part of their on-going responsibilities and not an add-on.

It’s a rare organization today that can afford to take mentoring partners offsite for extended training. The alternative is to provide an easy self-study process or brief facilitated program that highlights the most important aspects of the mentoring process and gets mentors started immediately.

Mentoring, when combined with training, increases a manager’s productivity by 88% according to the ASTD.

Everyone brings unique experiences and expertise to the mentoring relationship. Allowing mentors to begin with their strengths gives them confidence and comfort with the process.

Reprinted from hr.com, your source for knowledge, expertise and resources.

Need help in this area? Try When The Coach is You!
Learn the five steps to effective coaching – and you’ll see why anyone can be a great coach, regardless of their role in the organization.