How to Raise the Value of Global Leadership Development (With the CFO’s Help!). ATD Session M315 Terrence Donahue, Corporate Director, Learning, Emerson and Roy Pollock, Chief Learning Officer, The 6Ds Company

“You Learning & Development folks have moved the price tags on us.” - Emerson’s Chief Financial Officer

3 FORTUNE Revenues of $23B 107,000 Employees 65 Business Units in 5 platforms 72% of employees offshore 235 locations in 150+ Countries Three CEOs in 61 years Celebrating 125 years Significant restructuring underway Learning is very important to us Results are very important to us FORTUNE Revenues of $23B 107,000 Employees 65 Business Units in 5 platforms 72% of employees offshore 235 locations in 150+ Countries Three CEOs in 61 years Celebrating 125 years Significant restructuring underway Learning is very important to us Results are very important to us About Emerson Electric

4 About the 6Ds Company A teaching and consulting firm based on The Six Disciplines of Breakthrough Learning (ATD Press, 2015). Dedicated to the proposition that learning is more important than ever in today’s competitive business climate. And that learning can—and should—add even greater value than it does today.

5 How it began…Leading at Emerson A global workshop for current and emerging leaders Presented with a “perfect storm” to make changes in many aspects of an existing program. We followed the 6Ds approach throughout the entire process, from concept through global implementation.

6 Leading at Emerson A high-stakes global leadership development initiative cannot succeed without top executive support. Approached Emerson’s top executive leadership with the concept of “Learning Scrap” and how important it was to move the revised Leading at Emerson from an “event” to an “operating system.” Emerson’s CFO provided his support in a “Call to Action” video message that guides learners from the instructional phase into the implementation phase and conveys strong expectations of learning transfer.

7 What Management Expects from Training Training’s product is improved performance. Our value is how much we helped improve performance and meet business objectives.

8 Not All Training Is Created Equal Number of Organizations Value from Training None Very great And you are here If your competitor is here Competitive Advantage

9 Research Question Why do some organizations get much better results from training than others? Number of Organizations Value from Training None Very great

10 The Six Disciplines of Breakthrough Learning (6Ds®)

11 D1: Define the Business Outcomes Key Concepts: Start with the end in mind. Define the business outcomes, not just learning objectives. Clarify the business’s definition of success.

12 D1: Define the Business Outcomes Key Application at Emerson: We asked the business leaders two questions… 1. “Complete the sentence for me: ‘Leading at Emerson will be a success when…’ ” 2. “Beyond the actual workshop, what else needs to be in place organizationally to ensure we achieve these business outcomes?”

13 D1: Define the Business Outcomes Neighbor Discussion 1. Are the business outcomes for all your learning programs clearly defined? 2. How can having agreed-to business outcomes for each learning program help build your reputation as a valued business partner?

14 The Business Outcomes Defined Our “True North”

15 D2: Design the Complete Experience Key Concepts: Learning is a process, not an event. What happens before and after training is as important as the training itself. We must redefine the finish line for learning.

16 Key Application at Emerson: 1. We designed the complete experience—not only for the learners, but for their managers too. 2. We focused as much on the preparation, implementation, and achievement phases as we did the instruction phase. 3. We introduced The New Finish Line for Learning. D2: Design the Complete Experience

17 Our New Finish Line for Learning Page Preparation Phase Pre workshop video messaging, manager briefing, personal workshop planner Instruction Phase Skill practices, reviews, evaluations, implementation planning Achievement Phase Capstone Conference, document implementation successes/challenges Continuous Improvement Phase Ongoing support and feedback Post-workshop manager meeting, guided implementation, coaching and feedback OLD Finish Line Implementation/Learning Transfer Phase NEW Finish Line

18 Neighbor Discussion What would happen if you were to introduce “The New Finish Line for Learning“ to your organization? How might your executives respond? How might your learners respond? What might it accomplish for you? D2: Design the Complete Experience

19 Key Concepts: Learners must answer “Yes, I can!” and Yes, I will” for training to add value. How the material is taught affects these answers. Practice with feedback is essential. D3: Deliver for Application

20 D3: Deliver for Application Key Application at Emerson: 1. “In any training you offer, the learners should work harder than the facilitator.” 2. Two-thirds of the workshop is practice and feedback. 3. We created “shelf-resistant” participant material. The training was designed around the use of job aids % of sentences in the material begin with action verbs. 5. Incorporated 27 different instructional methods to present and apply the content.

21 D3: Deliver for Application Individual Reflection: Think of a signature learning program being offered in your organization. Audit it against these practices: Best Practices at EmersonYesNo 1.“In any training you offer, the learners should work harder than the facilitator.” 2.Two-thirds of the workshop is practice and feedback. 3.Create “shelf-resistant” participant material. The training is designed around the use of job aids. 4.80% of sentences in the material begin with action verbs. 5.Incorporate a significant variety of instructional methods to present and apply the content.

22 D4: Drive Learning Transfer Key Concepts: Great learning is essential, but not sufficient. You need both great learning and effective transfer. Learning x Transfer = Results 10 X 00 =

23 D4: Drive Learning Transfer Key Application at Emerson: 1. It begins with the “call to action” video from Emerson’s CFO. 2. A transfer-of-training strategy is woven into each module. 3. A summary of considerations is provided to the learners to help prioritize their action plan. 4. Participants conduct a post-workshop briefing with their manager within one week.

24 Call to Action Emerson Confidential and Proprietary/For internal use only

25 D5: Deploy Performance Support Key Concepts: Performance support is vital when trying out new skills. Support increases learning transfer and business value. Support should be part of every program design.

26 D5: Deploy Performance Support Key Application at Emerson: 1. QR codes/tinyURLs learners access to video recaps of the modules that they can share with their manager. 2. Learners download the 16 job aids used in their training.

27 D6: Document Results Key Concepts: Training must add value. Measurement is essential –To prove value –To improve future offerings.

28 D6: Guiding Principles An effective program evaluation is: Relevant to the program’s purpose Credible to the stakeholders Compelling to decision-makers Efficient in its use of resources

29 D6: Document Results Key Application at Emerson: 1. Our Capstone Calls are conducted at the end of the implementation phase—12 weeks after the end of the instructional phase. 2. Every week around the world our current and emerging leaders are reporting compelling, credible, and relevant business outcomes. 3. The outcomes participants describe are always aligned with our first action from D1: “Complete the sentence for me… ‘Leading at Emerson will be a success when_____________.’”

30 Summing Up The 6Ds are a systematic approach to training that produces tangible business impact. The key to success is the discipline to execute them well. Emerson Electric has achieved compelling, credible, and relevant business outcomes and reduced “learning scrap” on a global scale.

31 Summing Up The title “valued business partner” is a title earned and not self-proclaimed. When the CFO accuses us (in the nicest of terms) of “moving the price tags on learning & development” to deliver value to the company, its employees, and its shareholders, we’ve done our job.

Thank you! Terrence Donahue Corporate Director, Learning Emerson Electric, Inc. (314) Roy Pollock Chief Learning Officer The 6Ds Company (607)