The diagrams book: 50 ways to solve any problem visually
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Visual learning: using diagrams to inspire staff and shorten training time
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The diagrams book: 50 ways to solve any problem visually
- 2. VISUAL LEARNING: USING DIAGRAMS TO INSPIRE STAFF AND SHORTEN TRAINING TIME
- 3. 1. TELLING AN INSPIRING STORY (What are we trying to do here?) 2. INSPIRING STAFF FASTER (Visual ways to shorten training time)
- 4. POSSIBLE AUDIENCES 1.You 2. Your boss 3. Your staff
- 5. 1. TELLING AN INSPIRING STORY (What are we trying to do here?)
- 6. Why Anyone Bothers To Work • All three = ideal • 2 out of 3 = okay • 1 out of 3 = vulnerable • 0 = disastrous • They score themselves • You or colleague scores them independently • Compare and discuss differences
- 7. Explain Your Strategy Visually • One diagram can be clearer than 10 pages • Take 2 most important variables • Variable X = Morale? Margin? • Variable Y = Skills? Churn? • Compare with competitors • Show direction of travel if adopting your L&D strategy • Plot progress over time
- 8. Explain Why It Is What It Is • Tell an engaging story • Start broad (10 options) • Then reduce (3 options) • Consider, then reject with authority after investigation • One clear recommendation • Explain what is feasible • Tell story of your battles
- 9. Anchor The Theme • Explain the central thought clearly – the shorter the better • Sub ideas demonstrate fertility • Map out how all the elements are interrelated • Confirm relevance of each component • “This bit works because it fits in with this bit…”
- 10. Pinpoint The Bravery Level • How adventurous is the company culture? • What standards are expected? • How brave have we been in the past? • How brave should we be now? • Set appropriate expectations
- 11. Knock Down Barriers To Acceptance • Budget holder or staff • What are the likely objections to the plan? • How many are there? • How do we knock them down? • One at a time? • All at once? • In what sequence?
- 12. How To Confuse Everybody • Hubs within hubs • Double-headed arrows • Dotted lines • Snake’s honeymoon • Does anyone understand it? • Simpler is better
- 13. How To Clarify Responsibility • Simple and clear • Nothing dotted, two-way or sideways • Everyone knows where they stand • Subordinates know precisely who is in charge of their development
- 14. Understand The Rhythm Of The Year • Full year plans are usually unrealistic • Decision windows: all the right decision makers present? • Crisis bombs: same time every year? • Can almost always predict when things will happen • Realistic forecasting, fewer surprises
- 15. The Motivational Dip • Honeymoon period always fun • But it never lasts • Learning & Understanding phase becomes vital • Ends in success or tears • Start by analyzing relationships retrospectively • Use learning to predict • Moment of dip can almost always be anticipated
- 16. Anticipating The Dips • Plot morale for the year • Map out intended initiatives for the year • Spread out evenly to keep spirits as high as possible • Anticipate by announcing next thing before the next low morale point • Use to offset “What have the Romans ever done for us?”
- 17. 2. INSPIRING STAFF FASTER (Visual ways to shorten training time)
- 18. The Priority Matrix • Urgent + Important = do now • Urgent + Not Important = delegate/do quickly • Important + Not Urgent = Think, plan properly, and stick to it • Neither = Ignore or cancel
- 19. The Growing Pane • Old/good: confirm relevance • New/good: inspire more • Old/bad: ditch now • New/bad: work out why, and be aware of emotional and financial commitment
- 20. Ditching The Essay Crisis Mentality • Human nature to delay, but don’t • It’s a student hangover • Convene decision makers in first 24 hours • Set direction, brief experts, course correct if necessary • Allows for refinements • Increases quality all round
- 21. The IF Triangle • Essence of any negotiation • They can have any two • Too much pressure on all three = collapse • Start all sentences with “If…” • “If you require x, we require y in return...”
- 22. Plan Your Negotiations Properly • Always plan a negotiation • Must limit • Intend level • Wish list • What matters to each side is usually different • Understand trading variables and trade what you don’t need for what they want
- 23. How To Be A Sensitive Boss • They’ve done it before: direct • They haven’t: coach • They have once or twice: support • They’re sick of doing it: reinvigorate • May need a different approach for every person, every task, every day • Ask the subordinate first
- 24. Changing The Language Of Conflict • When it has all become too personal… • Let’s deal with ‘it’ • Not ‘I’, ‘me’, or ‘you’ • “This problem is quite tricky isn’t it? How can ‘we’ solve ‘it’?”
- 25. The Cone of Experience? • Read > Hear > See > See & Hear > Say > Say & Do • Actively doing things is best • Do a diagram on the spot and apply it immediately • Remote learning homework more likely when it’s fun • If you remember 50% of this I’ll have done well
- 26. THE INTERACTIVE KIT BOX • THE BOOK • STARTER TEMPLATES • BLANKS • SHARPIE PEN • BE INSPIRED & DESIGN YOUR OWN • PUZZLE
- 27. AND FINALLY, A PUZZLE FOR YOU... Draw nine dots on a blank page like this. Now try to join all the dots using no more than four lines, and without taking the pen off the paper.
- 29. INTERNATIONAL DIAGRAMS • KOREA • GERMANY • JAPAN • CHINA • TAIWAN • THAILAND • RUSSIA • BRAZIL • SPAIN • USA