Finding the Magic: Creating Produce Better Outcomes By Designing Intentional Learning Experiences
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The document discusses how to create intentional learning experiences that deliver better outcomes by understanding learners' needs and designing effective training solutions. It emphasizes the importance of empathy mapping, learner personas, and intentional journey maps in achieving these goals, while also identifying common challenges faced by learning and development professionals. The ultimate aim is to transform training from mere events into engaging experiences that foster confidence and skill retention.
Finding the Magic: Creating Produce Better Outcomes By Designing Intentional Learning Experiences
- 1. FIND THE MAGIC Produce Better Outcomes By Designing Intentional Experiences SHARON BOLLER, MANAGING DIRECTOR
- 2. THE MAKINGS OF magical (hint: experiences rather than events)
- 3. TOOLS TO FIND AND PLAN THE magic (and avoid the miserable)
- 4. LET’S FIND SOME magic A product, business, or service you LOVE and the want/need it satisfies for you.
- 5. THE EXPERIENCE Great products and services are really all about creating great experiences. And great experiences start by understanding who you are creating those experiences for.
- 7. THE PATH TO MAGIC
- 8. SAME SOLUTION; DIFFERENT experience
- 9. EmbraceNest infant warmer “Cheaper wasn’t really the problem; access was.”
- 10. HERE’S ONE FROM OUR WORLD… In-center training Post-training:on your own
- 11. X X
- 12. X X
- 13. Value Ease of use A satisfying experience User rating GREAT SOLUTIONS DELIVER A GREAT “UX” OR “CX”
- 14. Customer / Learner wants and needs ConstraintsBusiness needs
- 15. LX IS OFTEN POORLY DONE. Why? 1.We don’t get sufficient insight on learners’ perspectives and their environment. 2.We lack clarity on the problem we’re solving. (Business need) 3.We focus on events as opposed to experiences.
- 16. Learning is an experience and a journey, not an event.
- 17. LEARN DO
- 25. Learner has experience associated with each step. Experiences influence mindset. Mindset influences behavior. Behavior influences outcomes.
- 26. Phase PREPARE ACQUIRE KNOWLEDGE & SKILL BUILD MEMORY & TRY USING ON THE JOB MAINTAIN OVER TIME Step 1. Notice 2, Commit 3. Learn and Practice 4. Repeat and Elaborate 5. Reflect and Explore 6. Sustain usage Desired Outcomes Accept the need to learn Make time to learn Engage, find relevance Remain committed; gain confidence Go deeper; learn more; share early successes Consistently use new skill or knowledge; achieve business results Key actions or activities Thoughts & Feelings ↑Intrigued ↑Motivated ↑Curious, immersed ↑Committed ↑Confident ↑Supported ↓Dismayed ↓Resistant ↓Bored, overwhelmed; disinterested ↓Disengaged ↓Discouraged; desire to avoid use. ↓Cynical Magical Moments Miserable Moments
- 28. WHAT MAKES LEARNING miserable?
- 30. WHAT MAKES LEARNING magical?
- 32. Customer / Learner wants and needs ConstraintsBusiness needs
- 34. Metrics How do you measure it? Draw something that looks like this…. Challenges or Opportunities What challenges do you face as an L&D professional in supporting requests for training programs. Aspirations / Vision of Success If those challenges are solved, what will success look like?
- 35. Challenges or Opportunities What problemsare we trying to solve, and what obstaclesdo we need to overcome?Or – what opportunitiesdo we want to harness? Aspirations What are the biggest desired outcomes? What does success look like? Focus Areas What should we focus on for the biggest impact? Guiding Principles What mantras will guide efforts? Activities What types of activities solve the problems? Outcomes What metrics gauge success? A strategy blueprint is a GREAT discussion tool
- 37. Challenges • Learners absent from process. • Clients struggle to define business outcomes or problem. • SMES drive design. Often result is too much content going into solutions. • We struggle to get buy-in on need for spaced repetition/ reinforcement. • We are uncomfortable with unpolishedideas; we hesitate to show in-process work. Aspirations • 100% of our solutions: • consider all aspects of learning journey. • created with input from learners. • 100% of our solutions have defined business outcomes. • We find and mind the “sweet spot” so it stays top of mind. • Clients can share business results generated from solutions we created. Metrics • # of “award-worthy” projects we do. • # of solutions we’d rated a “4” on our internal rubric.
- 38. HOW CAN YOU USE THIS BLUEPRINT TO HAVE A CONVERSATION WITH YOUR CUSTOMERS?
- 40. Empathy Map
- 41. ThinkandFeel • How do you feel about this statement of urgency? • What do you think about as you engage with the stakeholder? Hear • What do you hear stakeholdersaying? What about others affiliated with project request? I need to support someone who says they have an urgent training need. See • What do you notice as you interact with the requester? • What are the reactions to other people about the request? The function making the request? What do you see happening? Say andDo • What types of conversations are you having the stakeholder?With your boss? With learners? • What actions have you taken? I AM AN L&D PROFESSIONAL What are your PAIN POINTS? What MOTIVATES you?
- 44. Think? Do? Pain/Challenges Motivators See or Hear? Feel? “How am I going to place new indications?” “What’s right for the patient?” “How am I going to fit this new message into my call time?” Anxiousandunconfident – “I don’t know enough.” “It’s not clear to me how this fits. What if I say the wrong thing in the doc’s office? Excited– “Will this enable me to cover more indications and sell more scripts? Overwhelmed– “I thought I understood this…but now I don’t think I do.” Fromdoc’s: –“It worksthe same as everything else.” “I prescribe your competitor. Works fine, and I don’t see why I should switch.” “I don’t prescribe any new drug for the first 2 years it’s on the market.I want to wait and see how it does.” Fromotherrepsre:trng:“That was a total wasteof time.” “What just happened…I’m not sure I got it.” Sell on value if the product is innovative or different. Sell on reputation and org, reputation if can’t really differentiate betweentheir product and competitor products. Focuses on what they CAN say, not what they can’t. Avoids selling a product if they don’t understand it; relies on what they know/feel comfortable selling. Reverts back to old habits if attempts at selling new don’t immediately pay off. Time it takes to really learn new stuffand time it takes to get COMFORTABLEwith new messaging, tools, content Nerves:ride-alongs can be intimidating. Lackof clarity on how to insert newmessagesinto calls. Get more scripts; earn more $$! Gaining interest from docs; getting doc to try a drug on a patient. Peer-to-peerinteraction and story-sharing Ride-alongs – incentive to prepare.
- 45. TOOL 3 PERSONAS
- 46. WHAT’S IN A PERSONA? +Learner Persona Demographics Empathy Map Use Case Context
- 47. Personal Profile Susie is 44; she has 1 daughter and is constantly on-the-go between her job and her daughter’s’ activities. She’s been a sales rep for 10 years and has experience in several therapeutic areas. She’s a seasoned pro and prides herself on hitting or exceeding goals while staying compliant. She doesn’t want to be the one to lose respect with an HCP. A Day in Her Life Days are long. She’s up at 6:00. The work day starts at 7:30; it may end around 10 p.m. when she wraps up emails, or inputting notes into Salesforce. Her territory is large; she spends bulk of her day driving or standing in hallways waiting to see a doc. The total contact time she may have across 12 physicians (a typical call day) may only be 30 minutes’ time. Sales Call Realities • Calls range in length from 30 seconds to 4 minutes for a standard call to 7 to 15 minutes of time for a lunch/learn event. • Lunch events are hard-earned; many times people are primarily interested in free food. • Figuring out how to incorporate new messaging into that tight call window is often hardest part of transferring training to the job. Technology Realities Susie is a utilitarian user of technology and not super tech- savvy. 90% of her time she works from her iPad. Her phone use is limited. She doesn’t play computer games or video games. Her social media usage is limited to Facebook usage. She relies on her tablet to display sales enablement pieces during conversations with docs. She also still leaves behind a lot of print-based materials; some HCPs use tablets and laptops to search for info. Others rely on those print pieces or reprints of journal articles, studies, etc. “Showme how to use info withina sales call. Give me reinforcementso I can build confidence.” Challenges • Getting it all done in a day. • Figuring out how to incorporate “new” messaging into existing ones and staying within a 30-second call length. • Building confidence after formal training on new messaging, product, clinical trial info, etc. • Values • Having solutions to sell HCPs • Being a credible voice to HCP • Working for a company whose reputation is solid. • Hitting her goals and maximizing income.
- 48. DISCUSS Review Susie’s persona. What decisions could you apply to Susie’s learning journey? Three Minutes Talk at Tables
- 49. TOOL 4 AN INTENTIONAL JOURNEY MAP
- 50. “Show me how to use info within a sales call. Give me reinforcement so I can build confidence.” Values hitting her goals and maximizing income. Struggles to building confidence after formal training. Notice Commit Learn & Practice Repeat & Elaborate Reflect & Explore Sustain Long-term Launch communication campaign: “How to win more scripts” Ensure training descriptions are focused on how to use new messaging during sales calls Video demos: 30- sec, 2-min, 4-min, and 7-min calls Gamified practice activity modeled after the sales call flow Video coaching tool for feedback on practice sales presentations Podcasts to listen to during drive time Provide opportunities to share out success stories Coaching guide for Sales Manager during ride-alongs Integrate into development plans Notice Commit Learn & Practice Repeat & Elaborate Reflect& Explore Launch communication campaign: “How to win more scripts” Ensure training descriptions are focused on how to use new messaging during sales calls Video demos: 30- sec, 2-min, 4-min, and 7-min calls Gamified practice activity modeled after the sales call flow Video coaching tool for feedback on practice sales presentations Podcasts to listen to during drive time Provide opportunitiesto share out success stories Coaching guide for Sales Manager during ride-alongs Notice Commit Learn & Practice Repeat& Elaborate Launch communication campaign: “How to win more scripts” Ensure training descriptions are focused on how to use new messaging during sales calls Video demos: 30- sec, 2-min, 4-min, and 7-min calls Gamified practice activity modeled after the sales call flow Video coaching tool for feedback on practice sales presentations Podcasts to listen to during drive time Notice Commit Learn& Practice Launch communication campaign: “How to win more scripts” Ensure training descriptions are focused on how to use new messaging during sales calls Video demos: 30- sec, 2-min, 4-min, and 7-min calls Gamifiedpractice activity modeled after the sales call flow Notice Commit Launch communication campaign: “How to win more scripts” Ensure training descriptions are focused on how to use new messaging during sales calls Notice Launch communication campaign: “How to win more scripts” SUSIE’S LEARNING JOURNEY
- 51. Take time to find the sweet spot DESIGN TO MAKE magic
- 52. Plot out a blueprint: listen to clients to learn their challenges & aspirations DESIGN TO MAKE magic
- 53. Co-create with actual clients; gain their perspective, know their context DESIGN TO MAKE magic
- 54. DESIGN TO MAKE magic Create an intentional journey; not an event.