Gold of The Desert Kings

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eLearning vs. Experiential Learning A Complete Comparison

eLearning has been gaining momentum for years in the corporate training realm—it can no longer be called a “trend.” As technology continues to evolve, so will the impressive tools and training methods coming out of the eLearning space. However, how does the relative “new kid on the block” compare to experiential learning? Let’s explore the merits of these two popular approaches and if there’s space for both in your corporate training initiatives:

eLearning in the Workplace

eLearning, or electronic learning, encompasses a wide range of training tools and methods, which has helped make it a $100 billion-plus industry. Here, though, are several common ways that eLearning takes shape in corporate training today:

  • Video instruction
  • Interactive tutorials with quiz components
  • Gamified learning, where users learn new concepts by working through online games
  • Podcasts and other prerecorded materials

The specific benefits of eLearning vary according to its implementation, but this training type as a whole has several advantages. For one, eLearning is easily scalable. eLearning can easily grow with your company, because the only things you need for implementation are computer access and the training program itself. Relatedly, eLearning may be a good fit for companies whose offices are scattered across the country or for companies that employ a lot of remote workers.

Another big benefit? More recent gains in the eLearning industry have ushered in on-the-go, on-demand corporate learning. Today, eLearning platforms are being built so that they can be easily accessed on mobile phones—many eLearning training programs even come with their own downloadable apps. This gives users more choice and flexibility in their learning, so they can fit training into busy schedules.

One big drawback of eLearning, however, is that the industry is constantly changing. Unfortunately, that means that electronic training software can become obsolete in a matter of years, as more effective eLearning platforms come along. That leaves companies with a tough choice: upgrade their entire training platforms every few years or keep using the same eLearning platforms with the knowledge that other companies—including competitors—are investing in newer, more effective eLearning approaches.

The Experiential Learning Competitive Edge

On the other end of the training spectrum, you have experiential learning. Experiential learning takes a completely different approach from that of eLearning: Trainees learn how to change their behavior through participation in hands-on, discovery-based learning sessions. During these immersive training exercises, participants work together to solve a themed challenge, like traversing a dangerous desert to mine gold. During the experience, it may feel like a fun game for participants, but it’s actually a metaphor for the issues that trainees struggle with on the job. After the participatory training exercise, a facilitator leads a debrief session. During the debrief, the facilitator reveals the metaphor and explains how the strategies that trainees used to win the game are the same strategies they can use to “win” at work.

Experiential training differs from eLearning in a couple of big ways, most obviously with its live, participatory nature. This puts experiential learning at a huge advantage in terms of retention. Learners retain up to 90 percent of experience-based learning, while passive learning (which encompasses many eLearning approaches, like online videos) has retention rates as low as five percent. At first blush, eLearning may seem like the more cost-effective training method, thanks to its scalability—but experiential training actually provides a much higher ROI. It doesn’t matter how affordable a training method may seem; paying any amount for information that likely goes in one ear and out the other is just too much.

Some eLearning approaches, however, involve more than just passive reception, like interactive quizzes and gamification. Still, experiential training has a leg up even on these eLearning approaches, thanks to one crucial aspect often overlooked in training: conviction. By participating in live and real challenges as themselves (instead of as a character in an online game, for example), trainees are able to build personal conviction. The structure of the themed challenge allows trainees to immediately see the consequences of their own actions, which means they cannot skirt personal responsibility for their behaviors. Participating in such a visceral experience with immediate consequences also illustrates the power of behavior—behaviors, and not just circumstances, can determine success or failure. Participants leave the training session with the conviction that changing their behaviors at work can have an equally powerful effect on their job outcomes.

Experiential training’s edge in retention and building conviction means it’s one method of learning that’s here to stay for the long haul. For the most effective learning outcomes for your colleagues, however, combining eLearning and experiential learning may be the best approach. eLearning can be used to support the new skills and behavior changes taught during experiential training as part of a retention program. Using online lectures to recap material and quizzes to test retention, for example, helps colleagues keep their training top of mind long after the experiential training session ends. eLearning exercises can also be used to help measure retention rates, giving managers a better idea of how impactful their training was—and what tweaks may need to be made in the future.

Do you use a combination of eLearning and another training method for your current training initiatives? What have your results been?


As Chief Operating Officer, Sue’s extensive senior leadership experience and facilitation skills have established her as a trusted partner and organizational development expert. She has a proven track record of successfully leading culture transformation in Fortune 500 companies and has established herself as an authority on training and development. Sue has over 20 years of experience in the creation and delivery of programs and custom designed solutions for Eagle’s Flight.

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how-to-embed-corporate-training-into-employee-eventsOrganizing a corporate event requires a cohesive vision, careful planning, and attention to detail. Crafting a tight agenda, finding appropriate trainers, planning the format of the training and handling logistics are all important tasks that an event planner must manage. To do this successfully, they need to understand the expectations about the event day. Be prepared to answer the following four questions as you plan your next event.

1. What is the objective of the corporate event?

When working with an event planner, either external or internal, it is critical for them to understand the goals of the gathering. The following are examples of these goals.

  • Sharing important company updates
  • Getting information from participants
  • Providing training for individuals or teams
  • Fostering the company culture
  • Making decisions
  • Building connections between team members
  • Having fun and engaging employees

Whatever the reasons for your event, the planner must understand them so that they can make decisions that support your business goals.

2. Who is attending the event?

In order to be most effective, corporate events should be catered to the audience. An event planner will create an experience for a meeting of executives that is different from an experience that they would create for industry-specific safety training. Here is some information that they will need.

  • How many attendees to expect
  • The types of roles that participants have
  • The range of participants’ experience levels
  • Whether or not non-employees will be attending

Having this information at their fingertips will allow a planner to decide what types of training sessions, presentations, food, entertainment, and other activities to organize.

3. What is the schedule for the event?

A corporate event planner needs much more than an agenda for the day of the gathering. They need to know things like the following information.

  • When speakers are arriving
  • When presenters will have time to set up and practice
  • Where and when meals are happening
  • Who is responsible for every task
  • Any time constraints from the venue

The larger an event is, the more detail a planner needs so that they can prepare in advance as much as possible.

4. How does the event support business objectives?

There is a big difference between planning a company picnic and organizing an annual off-site meeting. While both might be considered corporate events and certainly require logistics and planning, only one is intended to impact performance in the workplace. In order to successfully choose the right type of training programs, your planner will need to know the following.

With this knowledge in hand, they can organize immersive, fun, and engaging experiential learning events that will be both memorable and effective.

An event planning template can ensure that all the key players are on the same page about what needs to happen and when. Event planning is a team effort; when done well, participants will have a seamless, memorable experience that adds value to their work.


As Chief Operating Officer, Sue’s extensive senior leadership experience and facilitation skills have established her as a trusted partner and organizational development expert. She has a proven track record of successfully leading culture transformation in Fortune 500 companies and has established herself as an authority on training and development. Sue has over 20 years of experience in the creation and delivery of programs and custom designed solutions for Eagle’s Flight.


Re-blogged from Eagle’s Flight

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4 Ways to Improve and Protect Your Credibility as a Training ManagerAs a training manager, you have to walk a fine line between, on one hand, meeting budget expectations and learning benchmarks set by company leadership and, on the other hand, delivering training that employees are actually excited to engage in. It can be a lot to balance, and you want to make a good impression on both sides of that line! Luckily, strengthening your credibility as a training manager goes hand in hand with strengthening your training offerings and how you present them to management and participants. Here are four ways to protect and improve your credibility while designing an exceptional training program in the process.

1. Focus on changing behavior for lasting results.

When you’re trying to get training buy-in from executives, you can improve your credibility by focusing on the end result: changed behavior. Training sessions are often framed as opportunities to learn new skills in a safe, supportive environment. Savvy training managers, however, understand that strategic training is not just about learning new skills—it’s about creating lasting behavior change. When it comes time to get budget buy-in from your company’s leaders for new training initiatives, frame your training not just as an opportunity for professional development but as a strategy for increasing employee productivity and effectiveness. Teaching participants how to improve behaviors, and supporting their behavior transformations after the training with retention programs, translates to on-the-job results. Higher productivity and effectiveness lead to higher ROI—an outcome that your leaders respect and expect.

2. Implement training that’s a proven success.

So, how do you change behavior through training? This is where experiential learning comes in. Through hands-on, discovery-based exercises, trainees “learn by doing” so that they’re able to learn new skills and practice them in one fell swoop. This approach to learning works: Studies have shown that with experience-based learning, people have a 70 percent recall of what they learned (compare that to just a five percent recall for passive learning methods). Plus, experiential learning not only is easier for trainees to remember, but it creates personal conviction—a necessary ingredient for true behavior change—by involving the trainees in the training itself.

3. Be clear that your training is more than “just a game.”

If your company hasn’t engaged in experience-based learning before, you may get some pushback—both from leadership and the trainees themselves. Sometimes, trainers may hear from trainees that they “don’t like games” or don’t see how a game relates to work. This viewpoint is understandable, because so many experience-based activities just feel like busywork with no deeper purpose.

Experiential learning, however, is different—because the skills and knowledge needed to change behavior are built into the experience itself. That usually becomes evident once the experience gets underway and trainees sink their teeth into the challenge. If you get pushback from someone who thinks a training “game” is just a time-waster, simply ask the participant to try the experience for a few minutes to really see if this is the kind of “game” that they dislike. They’ll soon become so engrossed in the real challenge at hand that they’ll forget their doubts.

4. Connect learning to real-world outcomes.

Improve your credibility as a training manager by ensuring that you’re focusing not just on the fun, immersive part of the training experience but also on what comes after: the debrief. In experiential learning, the debrief is when facilitators make the important connections between what participants just experienced in the learning activity and how that relates to their actual jobs. During the debrief, facilitators reveal that the same strategies that participants use to succeed during the training exercise can be used to succeed at work. For many participants, the debrief represents the “aha!” part of the training, where the value of the training clicks for them. While designing and implementing the fun themed part of an experiential learning session may be what gets many trainers excited, credible training managers know that the real magic for participants happens in the debrief. Keep your focus on creating a debrief that crystallizes learning for participants so that they can immediately apply that learning on the job. Your participants—and your executive team—will thank you.


Since 1991, John has acquired extensive experience in the design and delivery of a diverse portfolio of programs. In addition to his executive responsibilities as President of Leadership and Learning Events, John is considered a valued partner to many executive teams. His insight and experience enable him to effectively diagnose, design, and implement complex culture change initiatives in a collaborative and engaging manner. Moreover, John’s experience in global implementations allows him to draw from a deep well of history to create unique and customized solutions. John’s passion for developing people makes him a sought after speaker, partner and coach and is evident in the high praise he receives from clients.


Re-blogged from Eagle’s Flight

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Meeting Halfway (Or More) in SalesThe Age of the Internet and evolving purchasing habits have made sales training more important than ever. With access to virtually anything online, the role of the salesperson has shifted. Customers have countless options, and they are no longer restricted to making a purchase at a single location or even at a physical store. They also have access to product information, reviews, and social recommendations that influence purchasing behavior. To be successful, salespeople must offer real, tangible benefits to customers, and that often requires shifting mindsets and taking a new approach.

Meeting the customer halfway is no longer enough. To build a loyal customer base, you must go above and beyond to serve their needs. This three-step process is the foundation of a modern sales approach that will contribute to better customer satisfaction and loyalty.


Knowing the ins and outs of your products and services is not sufficient. You must also know what the customer needs, what problems they are trying to solve, and how your product addresses the challenges they are facing. Framing your product or service as the solution to their perceived problem is the first step in capturing their attention. To do this, you must understand your customer’s current reality and how your product can best serve their needs.


Once you understand the challenges your customers are facing, use the Five Gears of Selling to demonstrate that you meet their real and perceived needs effectively and authentically.

  • Executive presence – People with executive presence have the ability to draw others to them with excellent listening skills and the ability to read situations and react to them accordingly. Salespeople who foster this key trait will attract a larger audience, which ultimately leads to a larger customer base.
  • Real need – If you can’t demonstrate the real need for a product or service, customers are not likely to make a purchase. Articulating the customer’s current challenges and how your offering can help solve them will prompt a prospect to explore further.
  • Objections – As they dive deeper, customers will inevitably have objections to your product or service. Whether it is price, complexity, or fear of change, you must be prepared to overcome these objections in a way that eases their minds.
  • Close – A sale isn’t closed until the customer says yes. Learn the necessary sales skills to guide a conversation to a yes instead of another call or more time to think about it.
  • Next steps – Clearly articulate the next steps in the process so that the customer knows what to expect and when. Even a sale that has been closed can fall apart when communication breaks down or expectations are not met.

Remember that customers will only buy from people they trust and only if they understand the product and how it benefits them. Therefore, it is critical in the Age of the Internet to build that foundation with a potential client, before even attempting to close a sale.


Relationships with customers should not be adversarial; rather, they should be viewed as partnerships that can benefit both parties and continue to evolve over time. Identify where on the relationship spectrum you are with each customer and then optimize every opportunity to capitalize on that position. Change your mindset from closing individual deals or making single transactions to nurturing a long-term partnership. Customers will notice the difference and gravitate toward the company that makes them feel like they are participating in something greater, rather than being “sold to” when it’s time to make a purchase.

The evolution of the sales model cannot be ignored if you want to be successful in the modern world. If your sales team is not taking steps in this direction, the organization will eventually fall behind. Investing in sales training is the first step toward long-term behavior change that leads to meeting the customer more than halfway.


Since 1991, John has acquired extensive experience in the design and delivery of a diverse portfolio of programs. In addition to his executive responsibilities as President of Leadership and Learning Events, John is considered a valued partner to many executive teams. His insight and experience enable him to effectively diagnose, design, and implement complex culture change initiatives in a collaborative and engaging manner. Moreover, John’s experience in global implementations allows him to draw from a deep well of history to create unique and customized solutions. John’s passion for developing people makes him a sought after speaker, partner and coach and is evident in the high praise he receives from clients.


Re-blogged from Eagle’s Flight

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The Power of a Common Language in Customer RelationshipsExperiential learning is a valuable tool for improving a team’s approach to customer relationships. Rather than just explaining the importance of putting the customers’ needs first, experiential learning allows participants to get a deeper understanding of the positive impact that customer centricity can have, by taking them through an immersive experience that clearly demonstrates cause and effect. An important component of this experience is that participants share a common language.


Creating a common language around customer centricity does not mean using cliché phrases like “the customer is always first.” It means allowing the team to develop its own common language from a shared experience that evokes a visceral feeling and causes the team members to shift their behavior.

Let’s use Rattlesnake Canyon, an Eagle’s Flight program, as an example. In this experience, teams compete to make as much money as possible by selling goods to a railroad company. Settlers buy individual products like livestock, lanterns, and tools and sell them to merchants who assemble them into kits. The merchants then sell the kits to the railroad, the end customer.

During the course of the experience, participants quickly learn that they can make a lot of money by buying and reselling pigs, so a pig-purchasing frenzy quickly emerges. However, after the railroad buys a certain number of pigs, it doesn’t need any more, and it stops purchasing them. This leaves settlers and merchants with an abundance of pigs that they can’t sell, ultimately limiting their resources and hindering their ability to provide their railroad customer with the other supplies. When the teams figure this out, a common language emerges: “Stop buying pigs!”

What happens during this experience? The teams become so focused on making money by buying and selling pigs that they lose sight of their customers’ needs. This quickly becomes apparent during the debrief, and because the participants have a shared experience using a determined common language, it immediately loops them back to the lessons of the experience.


Unlike lecture-based training, an experiential learning event like this has the power to resonate with a team for a significant period of time. Sharing a common language makes it possible to make quick course corrections along the way. For example, when one team member recognizes that they might not be putting the needs of the customer first, and they announce, “Stop buying pigs!”, they can shift their focus back to the intended goal.

Everybody on the team knows what the phrase means because they also learned the same lesson on a visceral level. They experienced a failure once in the game, and they don’t want to repeat it in real life with actual customers. Having this common language also allows the team to convey the concept of customer centricity succinctly without having to use more time-consuming communication approaches.

Rattlesnake Canyon is just one example of how the power of a common language can impact customer relationships. Every experiential learning event brings teams together in a way that other types of training cannot. By sharing in the successes and failures of the game and, most important, linking the lessons learned to the workplace, participants leave with a common language they can draw from in the future. They also gain a renewed commitment to improving performance on the job and building customer centric relationships.


Since 1991, John has acquired extensive experience in the design and delivery of a diverse portfolio of programs. In addition to his executive responsibilities as President of Leadership and Learning Events, John is considered a valued partner to many executive teams. His insight and experience enable him to effectively diagnose, design, and implement complex culture change initiatives in a collaborative and engaging manner. Moreover, John’s experience in global implementations allows him to draw from a deep well of history to create unique and customized solutions. John’s passion for developing people makes him a sought after speaker, partner and coach and is evident in the high praise he receives from clients.

Re-blogged from Eagle’s Flight.

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4 Distinct Components of Experiential LearningLectures. Online videos. PowerPoint presentations. Role-playing games. Simulations. There are so many training methods out there that it’s hard to choose which one is the best fit for your organization. Another type of training that organizations can use is experiential learning, an engaging experience-based training method that consistently leads to higher learning retention rates and permanently changed behavior in participants. What really makes experiential training different from other kinds of skills training? Here are four distinct components that every experiential learning activity must have.

1. Activities require hands-on participation.

Lectures and PowerPoint presentations have long been popular training methods, because they allow trainers to fit a lot of information into a short amount of time. Experiential training, however, takes a radically different approach. One of the hallmarks of these events is their participatory nature. During an activity, every trainee takes part in a hands-on situation, where they will interact with other trainees to solve a challenge.

The participatory nature of experiential training helps build conviction in participants. With immersive exercises, learning becomes more visceral, immediate, and personal. Trainees experience first-hand how their behaviors during the exercise lead to certain outcomes—a lesson they can apply in the workplace. With training techniques like lectures, the conviction-building component is often missing.

Furthermore, requiring trainees to participate in experiential activities combines learning with practice. Instead of learning about a new skill during training and then having to wait to practice that new skill on the job, trainees get to learn about, practice, and refine the new skill during the participatory exercise. They leave the training session much more confident about using their new skills on the job and succeeding at doing so.

2. Trainees participate as themselves.

Of course, experiential learning isn’t the only type of training that calls for active participation. For example, role-playing scenarios—in which trainees are given certain predetermined roles, like a customer and a salesperson—are popular participatory training techniques. This further differentiates experiential training, as it requires and allows participants to be themselves during the event.

Again, this helps build conviction in participants. During a role-playing scenario, it’s all too easy for participants to dismiss the outcome, because it wasn’t really the participants who brought the outcome about—it was the “characters” they were playing.

When they participate as themselves, however, they can no longer excuse outcomes. Experiential training definitively demonstrates cause and effect for participants, as it shows them exactly how their behavior causes certain outcomes.

3. Activities are designed as a themed metaphor.

Perhaps the most distinctive component of experiential training is its immersive, story-like nature. Instead of simply having participants simulate a common workplace scenario, experiential training activities mask the similarities to workplace problems with a themed story. The story acts as a metaphor for the challenges that participants face on the job.

For example, instead of asking members of a dysfunctional team to mimic what happens in a team meeting, members are instead tasked with working together to find hidden treasure deep in the Amazon jungle.

Experiential learning’s themed metaphors provide two big benefits.

  1. Working through a themed activity is so much more fun than working through work-like situations. The themed nature of experiential training keeps participants excited and engaged throughout the entire experience.
  2. Masking common workplace scenarios with themed challenges creates a safe space for participants, which encourages them to take risks and try out-of-the-box problem-solving techniques. If the training situation directly mirrored their on-the-job reality, participants may be too concerned with possible failure to take risks. Designing the exercise as a fun, themed situation removes the pressure that participants may feel—leading to big breakthroughs that they would have been too cautious to achieve on the job or during a job-like training scenario.

4. Trainees end with a results-oriented debrief.

No experiential activity is complete without the debrief. The debrief allows a facilitator to make the connections between what participants worked on during the themed exercise and how the exercise relates to participants’ on-the-job experience. Facilitators “unmask” the metaphor, so to speak. Understanding and retention really hinge on a clear, in-depth debrief, which is why the debrief is so essential to experiential training. During the debrief, the facilitator reveals how the strategies that participants used to win the game are the same strategies they can use to succeed at work. When participants return to work to try out their new skills, they’ll remember the visceral experience of the themed exercise and the connection to winning at work.

Have you integrated any of these experiential learning components into your past training? What were the results?


Ian has been with Eagle’s Flight since 1997, and is Executive Vice President, Global Accounts. He holds an MBA in Finance and Marketing from the University of British Columbia. Ian spent 12 years at Nestlé Canada and brings a wide range of experience that includes practical business experience in management, sales, program design, development and mentoring. He works closely with the Global licensees to ensure their success as they represent Eagle’s Flight in the worldwide marketplace. He has developed outstanding communication skills and currently is the Executive in Charge of a large Fortune 500 client with a team of employees dedicated to this specific account. As a result, Ian has been instrumental in driving the company’s growth and strategic direction.

Re-blogged from Eagle’s Flight.

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Measuring a company’s culture can be a challenging undertaking. While some parameters are clearly definable, others are more difficult to pin down. However, when your objective is to shift a company’s culture, it’s important to measure progress to determine if your efforts are resulting in your desired outcomes.

7 Vital Tools You Can Use to Measure Your Company's CultureWhen you consider that a company culture is the sum of individual behaviors, it becomes easier to identify measurement techniques. Making the transition from one culture to another requires behavioral change on an individual level, which is more difficult than you might expect. Even after an inspiring training event, it’s easy to slip back into old habits, especially when employees are faced with the daily pressures of their jobs. However, when individuals collectively make changes over time, the cycle is repeated, new norms are created, and the result is a new culture.

Let’s take a look at the seven measurement techniques that can be used throughout a successful culture transformation.


Before even starting a culture transformation initiative, it’s important to know the current state of the organization. A pulse check is a short questionnaire used to first capture the baseline culture and then measure change over defined periods of time. For example, you might ask employees to do a pulse check once every quarter to measure changes in responses to questions about how well the leadership models behavior that embodies the company culture.


An important component of culture change is clearly articulating the expected standard and identifying what must be done to achieve it. Creating key milestones over a period of 18 to 36 months gives employees and managers benchmarks to work toward. These milestones also help sustain the momentum of culture change over time. Many culture shifts start with a big push but can fizzle after a few months as employees revert to their old habits. Keeping these key milestones at the forefront as a measurement tool can help sustain the energy as people work to incorporate new behaviors into their daily jobs.


In the early stages of a culture transformation, it’s important to know if the new information being delivered during training is understood by participants. If the training didn’t resonate, you can’t reasonably expect changes in behavior. Knowledge testing in the days and weeks after training will confirm that employees learned the desired skills or will provide evidence that further training is required.


After confirmation that the training was effective, fight the effects of learning decay with a tool like mobile boost learning. Meant to reinforce (not reteach) knowledge already acquired, boost learning can help keep new concepts and behaviors top of mind. Mobile tools can deliver short messages to reinforce behaviors that lead to better quality, efficiency, productivity, or whatever your defined culture change goals are.


As time progresses during a culture change, employees reach a point where they understand what is expected of them, have the tools to make the desired changes, and are making a genuine effort to apply new skills and change their own behavior. During this stage, self-assessments are valuable tools that allow employees to test these new behaviors in a safe environment. Working with a manager who is able to set clear goals for specific tasks ensures that employees are able to try a new behavior, make corrections, and generate feedback that contributes to lasting change.


The next stage in a culture transformation is when employees are not just testing new behaviors, but fully deploying them. At this point, multi-rater assessments that gather feedback from managers, customers, and direct reports can help refine these behaviors even further and optimize the culture. This level of measurement is not necessarily appropriate for every organization going through a culture transformation, as it demands more resources and a level of rigor that not every company needs. However, for organizations that want to achieve a certain level of performance, multi-rater assessments can be a valuable tool.


All of the results from the above assessment tools can be combined into a culture impact scorecard or digital dashboard that allows you to centrally manage and communicate the importance of the culture in the organization. Having all of the data in a single location enables you to correlate all of the phases in adopting a new company culture.

  • Training
  • Knowledge
  • Application
  • Behavior change
  • Culture transformation
  • Business impact

Can each of these tools be used independently? Of course, but if you want to get the most from your training investment and measure how much of an impact your culture transformation efforts have on organizational goals, it’s important to employ measurement tools during each phase and tie them all together into a snapshot view. Measuring a company culture is not as simple as taking an occasional survey, but with a smart strategy and the right tools, you can measure transformation in action.


Michael’s singular focus is rooted in staying connected to learners the moment they step out of the classroom and back into their busy jobs. As SVP of Learning Performance, Michael brings business savvy depth to ensuring learning is reinforced, applied and is optimally aligned to delivering on strategic objectives. His proven track record in creating measurement frameworks and reinforcement solutions that add value to the learner, leaders and executive sponsors is highly valued across the spectrum of our client engagements.

Re-blogged from Eagle’s Flight.

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You know that your workplace learning needs to be effective, memorable, aligned with organizational goals, and within budget. But does it need to be fun?

The short answer? A big, resounding “YES!”

The longer answer? If your workplace learning isn’t fun, you’ll have a much harder time engaging employees, and your training retention rates may be in big trouble. Here’s why making learning fun is the smart path to training that truly changes workplace behaviors, and here’s what you need to do to make workplace learning both fun and effective.

Should Workplace Learning Be FunFun Learning Increases Engagement

Savvy training managers know that fun is strategic. When you make learning fun, the learning process feels practically effortless–which means your trainees won’t be watching the clock like a hawk or clocking out from the training altogether. Leveling up the fun increases participants’ interest levels and engagement. This accelerates the learning process because people tend to give their all to learning that interests and engages them. Think back to your favorite class in high school or college. Chances are, you were likelier to turn in your homework on time and study up for the test because learning about that subject was fun and exciting. The same thing applies to workplace learning!

Fun Learning Supports Learning Retention

Certain kinds of workplace learning activities are simply funner than others. For example, unless you booked a stand-up comedian to deliver it, a PowerPoint presentation or lecture just isn’t all that fun for trainees. The kind of workplace learning that gets participants excited and engaged is training that requires their full participation. This is when participants are encouraged to get up, move around, and interact with one another as they develop and practice new skills. Participatory learning activities banish boredom, leading to all of the benefits described previously.

Believe it or not, there’s more good news: “Fun” participatory training and effective, long-lasting training can also be one and the same. That’s because we remember what we do more than we remember what we hear. The learning decay curve is a big problem in corporate training; generally speaking, participants forget 70 percent of the new information they’ve just learned within one week. When participants “learn by doing,” retention rates dramatically improve—when you learn by doing, you’re likely to retain 75 percent of what you learned! For learning that lasts beyond the training session, you need to invest in fun, memorable experiences that immerse participants in the training at hand.

The Key to Making Learning Fun and Effective: Experiential Learning

Of course, not all participatory activities are inherently fun or effective. A poorly designed training exercise can leave participants scratching their heads instead of grinning. To ensure your workplace learning is both, consider adopting the practices of experiential learning. In experiential learning exercises, participants learn about and practice new skills that improve job performance. What makes experiential learning unique, however, is that the learning is masked by a theme, which serves as a metaphor for a participant’s job reality. For example, participants may be asked to work as teams to hunt down treasure in the jungle. During the debrief, the “metaphor” is revealed, and participants learn that the strategies that helped them win the themed game can help them win at work too.

Theming training experiences with experiential learning accomplishes two big training goals:

  1. It creates a safe space for participants to take risks and fail within the game so that they can learn from their failures. People will be less likely to take a risk in a training scenario if that scenario too closely resembles their job reality.
  2. It makes the participatory nature of the experience even funner! Not only do participants get to engage with each other, but they get to do so while embarking on an exciting quest that—at first glance—has nothing to do with work at all.

With experiential learning, you can design learning experiences that are fully immersive and full of excitement—and, by extension, increase the retention of the critical skills and behaviors you’re teaching trainees. So yes, fun can have a major effect on your organization’s bottom line!

How have you tried to make workplace learning and training funner for participants? What were the results?


Dave joined Eagle’s Flight in 1991 after having spent a number of years with a Toronto-based accounting firm. Since that time, he has held a number of posts within the company, primarily in the areas of Operations, Finance, Legal, and IT. In his current role as both Chief Financial Officer and President, Global Business, Dave is focused on ensuring the company’s ongoing financial health as well as growing its global market share. In pursuing the latter, Dave’s wealth of experience and extensive business knowledge has made him a valued partner and trusted advisor to both our global licensees and multinational clientele.

Re-blogged from Eagle’s Flight.

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An annual or semi-annual corporate event is often the only time remote teams have the opportunity to interact with each other in person. Maximize this limited time with training sessions and activities designed to unify these teams and create lasting bonds that will transcend the physical distance between them.

Corporate Event Ideas That Unify Remote TeamsCorporate Event Ideas for Remote Teams

Team-building activities that create a shared experience at corporate events can have lasting effects, even after individuals have returned to their various locations. Having the ability to reference a shared experience after a corporate training event opens doors for communication and enables team members to quickly get on the same page about more complicated issues.

Use an Icebreaker to Get Reacquainted

Even though remote team members might work together on a daily basis, seeing each other in person can initially be awkward, especially if they have never met face to face before. Don’t assume that just because they communicate all the time via email, video, and other digital tools that they will fall into an easy rapport in person. Use an icebreaker activity to provoke conversations that will connect people on a personal level. Even a task as simple as finding ten things in common between two people can quickly warm up a room as employees are encouraged to dig deeper than a typical, surface-level conversation.


A gathering of remote employees is an opportunity to promote the internal corporate culture and galvanize the team around it. Linking training events to both the culture and the daily tasks, as well as challenges that individuals face in their jobs, will help create the habits that contribute to the type of culture desired. For example, an annual meeting of customer service representatives from all over the country is a perfect time to reinforce a culture of customer centricity by providing an experiential learning activity that builds conviction around always considering the customer first and then teaches the skills and behaviors that can be applied on the job. This type of training can be followed up with digital enforcement tools that keep customer centricity top of mind no matter where individual team members are located.


Experiential learning can be employed in many other ways to unify remote teams over a common goal, while teaching new skills at the same time. Whether participants are learning how to lead a meeting, plan time more effectively, or be more productive, the process of working together to solve a problem or overcome a challenge will create unity in a way that a lecture never could. When deciding what type of training or learning activity makes the most sense for your team, think about the current knowledge gaps that could be filled or the types of behavior change that could improve individual and team performance.

Remote teams are not uncommon in today’s business landscape, and it’s important to adapt training programs and corporate events to accommodate a changing workforce. Don’t assume that remote teams are already comfortable with each other, even if they have met before. Take the time to allow remote employees to reconnect in person before diving into a deeper training. Incorporate experiential learning into your corporate event to engage everybody and unify teams over a common goal that supports your business objectives.


As Chief Operating Officer, Sue’s extensive senior leadership experience and facilitation skills have established her as a trusted partner and organizational development expert. She has a proven track record of successfully leading culture transformation in Fortune 500 companies and has established herself as an authority on training and development. Sue has over 20 years of experience in the creation and delivery of programs and custom designed solutions for Eagle’s Flight.

Re-blogged from Eagle’s Flight

According to the Deloitte Millennial Survey 2017, two-thirds of the workers in this generation plan to leave their work organizations by the year 2020. With Millennials expected to make up approximately 75 percent of the workforce by 2025, businesses cannot ignore the potential impact of this influential group. While 66 percent of Millennials are ready to change jobs, a similar percentage believe that their leadership skills are not being developed. Tackling this specific issue within your organization can help increase loyalty and build a robust leadership pipeline, especially as the Baby Boomer generation reaches retirement age.

Leadership Development for MillennialsLeadership Development for Millennials

In order to be successful in the long term, employers must evolve with the changing needs of the generations that flow through the organization. A company’s largest asset is its workforce. Ignoring leadership development for Millennials could result in a dearth of talent down the road. Consider the following tips as you create your leadership development strategy.


Having the opportunity to advance in their careers is important to Millennials when making decisions about where to work. Presenting a clear path to leadership with milestones along the way will demonstrate that your organization offers career advancement. A structured training program that culminates in leadership development demonstrates a commitment to young up-and-coming employees and has the potential to increase loyalty among Millennials as they plan for their future career.

Practical tip: Present the path to leadership in the recruitment stage to attract top talent. Use milestones to benchmark stages of career growth and set clear goals for attaining the next level.


As the first whole generation to grow up with computers, Millennials have a strong connection with technology. Incorporating technology into your leadership development program will help keep these individuals more engaged and increase the likelihood of participation.

Practical tip: Use digital measurement and reinforcement tools to keep training concepts top of mind and promote ongoing engagement.


In the age of social media and constant connectedness, Millennials expect to interact with others frequently and in short bursts, even in the workplace. Open communication is also important for this group, and internal social media platforms can be used to quickly disseminate information and solicit real-time feedback.

Practical tip: Tap into this desire to be social and collaborative by creating online forums, discussion groups, and social platforms to support leadership training initiatives.


Investing the time and resources into one-on-one coaching and mentoring will go a long way with the Millennial generation. Monthly meetings with mentors provide continual reinforcement that employees are not being overlooked for leadership positions. Millennials also tend to have strong positive reactions to praise and personal attention, especially from senior leaders.

Practical tip: Implement a coaching program to develop skills in potential leaders. Two-way mentorship programs among younger employees will also support the social and collaborative tendencies of Millennials.

Although every generation might have different goals and ideals, people of all ages can benefit from experiential learning for leaders. Having the ability to test new leadership skills in a safe environment allows participants to try new behaviors without the risk of failure. Following up experiential learning with digital reinforcement tools and one-on-one coaching will support Millennial preferences for using technology and gaining personal connections at the same time.


As Chief Operating Officer, Sue’s extensive senior leadership experience and facilitation skills have established her as a trusted partner and organizational development expert. She has a proven track record of successfully leading culture transformation in Fortune 500 companies and has established herself as an authority on training and development. Sue has over 20 years of experience in the creation and delivery of programs and custom designed solutions for Eagle’s Flight.

Re-blogged from Eagle’s Flight.

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