Micro-Learning has gained traction these recent years, thanks in part to millennials entering the workforce who are clamoring for results with the least amount of effort. The learning strategy is popular and in fashion today. But how do you know that it works? How do you capture the data to demonstrate its value? How do you use MICRO as a technique in tracking Micro-Learning?A Study on Micro-Learning Even Before It Became PopularIn 2007, I developed a small study on how to measure the impacts of Micro-Learning. Through it, I wanted to find out what methods participants use to apply learning and if these methods work and produce measurable results for businesses and organizations.To achieve my goal, I developed two sets of tools as shown in the table below. The Seven-Step Process works with a questionnaire about participants’ activities. Meanwhile, the Web-Based Tool allowed participants to track real-time data as well as network and collaborate with their leaders and peers.One of the study’s participants is Elle Callahan, who was cMarket’s Training Manager. She joined the training to improve her goal-setting skills. Elle learned to create shorter and smaller goals. This helped her boil down her objectives and break down her action steps so that she was able to meet daily expectations. All throughout the training, she received feedback from her VP. Elle was also able to share her simple plan with her team.In summary, these are salient points from the study. Participants learned that: Micro-learning enables trainers to be more intentional with what topic they choose and how they’re going to deliver it. Being clear on the topic and delivery method makes it possible for trainers to improve systematically how they work with Subject Matter Experts (SMEs).Micro-learning allows learners to focus on taking immediate action on their learning, rather than having it sit on the shelf gathering dust.Measuring return on investment (ROI) doesn’t require complex details.Measuring training results is quick, easy and verifiable.This immediate demonstration of value allows for rapid and instant feedback.Micro-Learning is a big win-win for the employee and the organization.In what way do you envision using metaphors in your next training session? Share your thoughts below.Related tips and blog postsTip #61 - Case Study- Reducing eLearning Cost to 50% by Using Must-Learn Lessons and Micro-LearningTip #67 - How to Add Depth to Micro-IdeasTip #90 - Be A Scientist - Set Up Your Own Learning Behavior Lab on Micro- Experiences and StoriesTip #105 - Breaking 10 Training Rules Using Micro-LearningTip #106 - How to Combine Gamification with Stories and Micro-Learning (Live Prototype)Ray Jimenez, PhDVignettes Learning"Helping Learners Learn Their Way"Ray Jimenez, PhD Vignettes Learning Learn more about story and experience-based eLearning

Micro-Learning is serving "slices" to learners instead of the "whole pie." It supports "get-it-now," "do-it-now" learners who require timely solutions and information in the rapid changing work arena.I have always visualized micro-lessons as kernels of knowledge that enable trainers to trickle down valuable, high-impact yet very short lessons over a period of time. For organizations, the value of such micro-learning efforts not only allow them to adapt to rapid business changes and accelerate learning in micro-ways. An equally important value is it significantly reduces cost, and increases speed of development.Let me share with you some pointers on how to create a 5-Slide Micro-Lesson.1. Focus on what matters Choose a micro-idea, focused on one central point. It allows learners to "chew" on bits and pieces of information immediately applicable to the work environment. Pluck out that most important learning point from the entire knowledge source that is deemed most useful to the learner.2. Use a hyper-story Hyper-stories are very short but are actual day-to-day events that allow learners to quickly connect the lesson to its application in real life. It takes learners from Crisis to Resolution very quickly. Learners stay glued, involved and totally focused. Choose a very short event your learners can relate to.3. Ask questionsWell-prepared provocative questions lead learners to think through the lesson.  It triggers the process  of reflection and encourages learners to dig deep into their minds  for experiences, memories, emotions and judgment that allows them to interact with a given situation.4. Provide detailed links A proliferation of knowledge-enabling tools to improve productivity such as Evernote, YouTube, DropBox, Basecamp, PDFs, Blogs, etc. - enable open-ended transfer of knowledge and assist in quick learning.  Provide links to tools, references , etc. that help learners acquire access to immediately useful information or which they can study and review when needed.5. No need for multimedia If you apply the above ideas, in most cases you don't need a video, an audio or elaborate multimedia or animation. Learners are quickly engaged with the provocative story and the shortness of the lesson. Be a minimalist.These are examples of proof-of-concept projects that show you it can be done.#1 Gas and FireThis is a micro-lesson which is a part of a larger series of driver training for petroleum companies. It is often said that most drivers are aware of the safety policies, but once in awhile, some stupid mistakes can cause catastrophic damages to life and property. See how short and succinct the demo is. This is intended for mobile delivery.Click here to preview the demo.#2 Kitchen SafetyIn the kitchen, employees need to be reminded about some basic yet oftentimes forgotten practices like how to handle sharp tools and not hurt others. See how short and succinct the micro-lesson is.Click here to preview the demo.Ray Jimenez, PhDVignettes Learning"Helping Learners Learn Their Way"Ray Jimenez, PhD Vignettes Learning Learn more about story and experience-based eLearning

In this classic business book, The 7 Habits of Highly Effective People, Stephen Covey shared this framework for attention,  that most of us can recite by heart.  You may never have seen this, so I repeat here:1. Be Proactive2. Begin with the End in Mind3. Put First Things First4. Think Win-Win5. Seek First to Understand, Then to Be Understood6. Synergize7. Sharpen the Saw​Covey reminds us that there are two factors that influence our effectiveness: Urgency and Importance.  He numbers the quadrants like this for the four combinations:  #4 Why would you do this? Be mindful of how you evaluate the tasks you map to these quadrants.  For example, vacation is not in Quadrant 4.  Vacation is in #2 since it is very important to stress and mental health, etc.#3 These are favors we do for others, helping them with disasters that have nothing to do with us.  In an HBR article "Who's got the Monkeys", William Oncken, Jr. and Donald Wass write that leaders must, when people come into the room with monkeys on their back, know how to send them out with their original monkeys and some of the leaders. I'm a pleaser at heart, so I often take too many monkeys from others.#2 These are important things to us but they are strategic and aren't on fire, so we ignore them to our peril (that will eventually turn them into #1)​#1 These are our own 'fires' likely based on poor execution: multi-tasking, neglecting self, family, etc.Make a quick list of your Top 10 to-do items and map them to this table.  Be brutal.  As Gallagher the comedian once said "You can't have everything, where would you put it?"

In the book "Five Temptations of a CEO" by Patrick Lencioni of the Table Group, you read about the mental games we play that destroy our ability to grow others.  Growing others is a priority if you are a leader, whether the people work for you or with you.  Working with people is sacred; it's messing with people's lives so we must always lead carefully. ​ Here are the Five Temptations:Results vs. StatusAccountability vs. PopularityClarity vs. Certainty Conflict vs. HarmonyTrust vs. InvulnerabilityYou've likely read this pivotal book on leadership.  I found that when I read it the second time, I noticed some deeper thoughts.  It's a great book to pick back up and review. This time, do you see the dependencies in this list?  If I can move from invulnerability to trust,  I can lead more harmony and less conflict.If I can move beyond conflict, I can have the difficult conversations that lead to clarity rather than the certainty of one right answer.If I'm open to difficult and authentic conversations that don't always generate a right answer, I can take the risk to be accountable to find the best way, and worry less about being liked and popular.Finally, if I'm doing all the things above I'll generate results, not just delusional status reports.  It's the difference between DONE and CHURNING.Now you try it.  Start from #1, and work up the same way I worked down.  I'll start for you:If I value measurable results rather than status, I have to become more accountable and sometimes, less popular.  Your turn… share your list on Twitter and tag us @nolecture so we can share each other's work.The build is the magic.  Clearly, you will work on the tension of each level always.  This is a process not a project. Where do you need to do the work? What will be the benefit?  What will be a barrier for you to growing your leadership?  What will be your reward?

I have a female friend who is amazingly perfect.  Of course, she is not, because none of us are, but she does know her own strengths and contribution.  It is not uncommon for her to say things like "I am really good at doing that."  It is very difficult for me to say that I am good at something.  I suppose I've been taught through my upbringing that that is bragging.  Let's all practice saying that out loud to other people (in context) this month.  Just for fun, I'm going to start like this "I'm awesome at…" and it won't be "I'm awesome at making a mess" or something self-degrading. Send me an email at info@russellmartin.com with what you said.The multitasking mania is accompanied by guilt and the fear that we are really inadequate. We're not getting enough done. We're always tired. We let people down at work and at home and we make mistakes. This drops us into Cognitive Distortions, a terrifying example of how we build mental models to make excuses and diversions to hide behind. Here's a list from author Dr. David Burns. See if you recognize yourself in any of these degrading speech patterns:  ​It's one thing to say these negative words to others, but internally, we are meaner to ourselves than anyone else.  Both can be illustrated while playing sports, most notably golf.  Not only do we curse and degrade ourselves so others can hear, we also build more negative emotions and thoughts in our own brains. I can clearly see how my negative self-talk destroys my body's ability to hit the little white ball. If you have some type of personal performance that is important to you, you have experienced the same thing.My mitigation, thanks to some coaching and training by Tim Gallwey, author of the Inner Game series of books, is to get my brain thinking about something else, something positive and uplifting that almost removes me from the situation.  When I can shut off my negative self-talk, my body can figure out the movements.  Tim will tell you that your body really doesn't need your thoughts to do well - it already knows how.In golf, I've learned how to reset, mentally and physically. Sometimes at work, when I realize that I am working like a manic fool at my email, I repeat my personal mission statement "I ignite, affirm and sustain learning in self and others". When I'm aware enough to pause and recite, I can bring myself back to a realistic perspective and reduce Cognitive Dissonance.

Pretend your life is a movie. You just woke up and looked around and miraculously, you have the perfect life.  What does that look like? How does it feel? How are you spending your time each day in that perfect life? Jot down some of the immediate ideas or words that come to mind. Now, create an action plan for getting this perfect life, and tape it to your bathroom mirror.  I'm happy to send you reminders for your due dates if you'd like info@russellmartin.com.

Four years ago, I wrote a blog post about how disappointed Americans were with our political system and activities that were taking place during the months leading up to the presidential election. I followed that with a series of blogs offering advice to both political parties about how to lead at a higher level. As we approach the final weeks of another presidential election cycle, I’d like to revisit that information. As in 2008, the four business leadership practices I’ve implemented in organizations around the world can be adapted to provide stronger leadership in government. The first practice is to Have a Compelling Vision. This country needs a clear and compelling vision that people are passionate to follow. A vision is made up of three elements—a purpose, a picture of the future, and values that will guide behaviors on a day-to-day basis. A perfect example of a compelling vision is the one Martin Luther King, Jr. outlined in his "I Have a Dream" speech. By describing a world where his children "will not be judged by the color of their skin but by the content of their character," he created powerful and specific images arising from the values of brotherhood, respect, and freedom for all. King’s vision continues to mobilize and guide people beyond his lifetime because it illuminates a significant purpose, provides a picture of the future, and describes values that echo those of our founding fathers. The second practice is to Treat Citizens as Your Business Partners. The more information people have about a problem, the more likely they are to help resolve it. Government leaders at every level need to be open about dilemmas we are facing—and citizens need to get involved by understanding the intricacies of issues they will be voting on. I encourage government officials to work closely with citizens to create a true partnership. Working together is the way to develop solutions for all kinds of problems. The third practice is to Involve Every Sector of Society. In their book To Transform a City, Sam Williams and Eric Swanson explain that there are three primary sectors in our society, each of which has three domains.  They are: The Public Sector - government, military, and education The Private Sector - business, arts/entertainment, and media The Social Sector - faith community, nonprofit organizations, and families In the past, when searching for solutions to local, state, or national problems, the focus has tended to be on only two of these nine domains—government and business. When people start believing that our problems can be solved only by government or by business, problem solving is doomed to failure because the other seven domains are on the outside looking in—and some of them have become our country’s most critical judges. The fourth, and perhaps most important, practice is to Elect Servant Leaders. The more leaders who are in local, state, and national government to serve and not be served, the better chance we have to mend what’s wrong with our cities, states, and country. Everyone has seen the negative effects of self-serving leaders in every segment of our society. We need to elect leaders who really live their role as servants to the people. America is a great county. I feel blessed to live here. I also feel it is my duty as a citizen to support our leaders—and one way I can do that is to encourage them to implement these four leadership practices. And on November 8, don’t forget that it is the duty of every American to vote!

When you left work yesterday,What was your emotion?What triggered that emotion?What time was it?What impact do these answers have on you and your family?It's normal to have bad and good days at work. That's life. There are a couple of personal metrics that I use to help me be aware if my bad days outnumber my great days.  First, if my desk is completely covered with stacks of paper and books, strategic work has been delayed for emergencies. Second, if I am skipping between many projects in a day, frantically doing the next task before changing topics entirely, I am not building impact.  If my to-do list is out of date and my email volume is more than one screen full, I have abandoned discipline to just check things off.  The first tangible side effect shows up when my calendar entries are in the wrong place, impacting my customers.  Each of these indicates that I have gone below the Accountability line and have allowed myself to abandon prioritization and wallow in the muck of poor work.  In the last couple of months, with great new employees and an important and terrifying strategic plan, I have thrown myself into checking off tasks to turn the ship, and in the process, burned myself to a crisp.After all, "I HAVE TO", the busy fall is coming and this is the only time we have to work on strategic projects. Guess who is in charge of Bad or Good days?  Me.I don't have to. I made that up for myself.  When I step back, I know as truth that I need energy to do innovative work.  On the business side, Russell Martin & Associates needs innovation to scale and sustain, and our customers need us to grow performance.  Similar needs exist on the personal side.  Using energy is a positive experience if I am connected to a purpose. In the worst case, energy is consumed by negative, crazy multitasking. When this happens, I lose the connection to purpose to focus on checking off tasks as fast as I can doing no good for anyone including me.There's evidence that we are changing our brains with these processes but it's not good news in my opinion. The National Institute published this study. There's a lot of information in this paper, but here's a quote that caught my eye:"…there is still a concern that adolescents and young adults who are the biggest users of media multitasking and the Internet can become dependent on the rapid change of pace that these formats provide, and might then be unable to carry out more sustained goals."  Dr. Travis Bradberry, a popular author and speaker on emotions, shares an article that's easier to get through. Here are some of his points:University of Sussex:"…high multitaskers had less brain density in the anterior cingulate cortex, a region responsible for empathy as well as cognitive and emotional control."University of London: "participants who multitasked during cognitive tasks experienced IQ score declines that were similar to what they’d expect if they had smoked marijuana or stayed up all night. IQ drops of 15 points for multitasking men lowered their scores to the average range of an 8-year-old child. "There is clearly a cost to the addiction to checking off tasks.  Since the focus is on speed, quality suffers.  Everyone has typed an email as they flew out the door late at night that they regret sending in the morning.  The damage control required is the kind of rework that comes from giving up the prioritization of your energy.   My passion and that of my company is to truly impact the performance of our customers.  Helping our customers solve complex business and project challenges is impossible if their brains are equivalent to an eight year old having a tantrum. In this Learning Flash, I'd like to share some ideas for growing your self-awareness of the tales you tell yourself that minimize the best use of your energy. You chose how much you give away.   I'd also love to hear how you feel about these thoughts. Feel free to send your stories to me at info@russellmartin.com. 

Many years back, I taught a workshop for a Department of Defense IT contracting company.  Some of these learners worked on the nuclear war simulation (some of you remember the movie War Games) and I was fascinated to hear how they programmed this simulation.  At the time, the simulation had been written with the assumption of only two warring partners, U.S. vs. USSR.  The concern was with nuclear proliferation, multiple nuclear events could occur simultaneously, so they tested the simulation to see what would happen if three events occurred.  The intelligent software multi-tasked and failed to prevent any of the events in its confusion.  I think of this often when I'm jumping between projects.  What are my priorities?  Do I own my prioritization responsibility, or do I constantly flit through tasks? Do I work on what's easy or fun instead of what's important?Below is a prioritization table.  In the first column, list your stakeholders. Then prioritize these in terms of importance to you and your impact. Guess the amount of hours (does not have to be face to face, could also be emails, prep time, meetings, etc.) in a week you spend with each stakeholder group.  How many of those hours are strategic (forward looking) or operational (get it done)? ​In this table, you might see that the hours don't align to the priority, for example employees are third priority, and have many more hours than the boss, who is second priority.  Maybe there are a lot of employees, and they are really the number two priority.  Also, notice that the numbers of strategic hours (new sales) and operational hours (implementation) might point out that you have too much rework in your customer delivery. Could you delegate this?  Could a stronger relationship with peers help mitigate this? Use this table to think through how you are spending your time and what other options could be.  Now let's try a life example: ​ ​You can write as many as you want.  In our current lives, most of us have multiple priorities and sometimes we have so many that none of them get accomplished well(I am guilty of this). Priorities mean not only saying yes, but shedding the ones that aren't really doable (Check out the blog by Kris Taylor here). How will you learn to tell yourself the truth about your work velocity and quality?What will you do with this information? Send an email to info@russellmartin.com with your action plan to drive your accountability. ​

One of the most important things you can do as a leader is to share information about yourself with your team. Communicating your purpose, values, and expectations is the best way to create an authentic relationship with your staff. Creating your Leadership Point of View is a great way to start. I read Noel Tichy’s book The Leadership Engine (Harper Collins, 2007) and talked with him about his research on effective leaders. He told me he found that the most successful leaders have a clear, teachable leadership point of view and are willing to share it with others. My wife, Margie, and I were so fascinated with this idea that we created a course called Communicating Your Leadership Point of View as part of the Masters of Science in Executive Leadership program offered jointly by The Ken Blanchard Companies and the School of Business at the University of San Diego. In the class, we ask students to think about key people who have influenced their lives—such as parents, grandparents, coaches, or bosses. What did they learn about leadership from these people? Then we ask them to remember key events that were turning points for them. How did those experiences prepare them for a leadership role and what did they learn? The next step involves identifying their personal purpose and values. The critical task in the process is putting all this information into a story format that can be shared with direct reports and colleagues. People relate to and remember stories. It would be easy to read a list of values to your team, but that isn’t very impactful. Sharing stories about actual events is a more personal and authentic way to communicate. Stories paint a picture that allows others to see the consistency between your values, words, and actions. We have had such a great experience with this exercise in class that we are now using the same process with our clients. It isn’t an activity to rush through. You need to spend thoughtful, reflective time thinking and writing about the people and events that helped shape who you are as a leader.  When you share your Leadership Point of View with people on your team, they’ll have the benefit of knowing where you’re coming from and a clear understanding about not only what you expect from them but also what they can expect from you. Give it a try. I guarantee you’ll rediscover some of your core beliefs about leadership. When you share information about yourself with your team, you’ll build a trusting, respectful relationship that will help everyone flourish.