Next Steps

At the end of a training class, one of the attendees stopped by and said, “I enjoyed the class today. That’s one of the perks of working here. We have the chance to learn the latest and greatest, but the problem is, I go back to my project and I don’t know what to do next. Any ideas?” I realized then that I was saturating students with knowledge but not helping them to apply it.

Take time near the end of an event about the new idea to identify what participants can do next.

You are giving a presentation or having a meeting to explain a new idea.

A presentation in a training class or another event can leave attendees uncertain about what to do with what they have learned.

Hearing or learning about a new idea is different from applying it. Training classes are useful for sharing a variety of information in a short, intensive time. However, the experience can leave participants exhausted, overwhelmed, and unsure about being able to apply what they learned to their real work. A successful event can stimulate attendees to do more. Build on this excitement before the attendees leave the room.

Even when people are motivated with a clear vision of the desired future, if they don’t know what to do next, little or no progress will be made.

Therefore:

Take time near the end of a presentation to brainstorm and discuss how the participants can apply the new information.

Lead the participants in creating a loose plan. Topics for discussion include: How can participants use the information? Where can it be put to use in the organization? How can participants learn more? What can be done to spread the word? Should we begin an e-Forum(135)? Start a Study Group(228)? Invite a Big Jolt(107) speaker?

If you’re an outsider and have had experience in introducing the idea into other organizations, you may be tempted to tell the attendees what they should do next. Try to avoid this, since the participants know their needs better than you do and should create and own their own plan. Make suggestions only when appropriate; however, to maintain credibility, have some recommendations if you are asked to contribute.

Create a list of ideas and action items. Prioritize them. Decide what can be done now and what can wait until later. Add some time frames. Ask for Help(104). Encourage those who attended the event to be responsible for each action item. E-mail the list to everyone as a reminder. Hand out a Token(243) to help people remember the new idea that was discussed during the session.

Charles Weir and James Noble’s Brainstorming pattern contains some ideas for leading a brainstorming session.

= = = = = = = = =

This pattern initiates the opportunity for people to expand their knowledge of the innovation and get involved in introducing it into their organization. It leaves attendees at a presentation or meeting with more than just a good idea; rather, they are left with things to do in order to begin applying the innovation.

The risk is that the brainstorming may be so enthusiastic that people become overwhelmed with all the things that need to be done. Help them to keep the action items realistic and centered on what the people in the organization can truly do. Encourage them to take things Step by Step(224).

Janice and Kim end their training courses with a discussion of how the attendees can apply what they learned. Attendees brainstorm a rough plan for sharing their knowledge with co-workers and for introducing the new ideas into their organization.

Norm Kerth, author of Project Retrospectives, has observed that team members will get so excited about what is uncovered during a project retrospective session that they will be anxious to lead improvements in their organization. His “Make It a Mission” exercise at the end of the retrospective teaches participants how they can create and follow a mission that will actively deliver a message of change.