STAFF DEVELOPMENT HANDBOOK
RIVER VALLEY CHURCH
ABOUT US
Launched in 1995, River Valley is a multi-site church located in Minneapolis, MN with 11 physical locations across the Twin Cities, one location in Vancouver, Canada, one location in Eswantini, Africa, as well as a growing community online. Their mission is to lead people into an authentic, lifechanging relationship with Jesus Christ.
River Valley’s goal is to see lives changed through dozens of physical locations around the globe, millions of people influenced through their online community, 500 people sent out from their church as long term missionaries and a network of 10,000 churches that combined give one billion dollars to missions every single year.
RIVER VALLEY CHURCH’S VISION TO LEAD PEOPLE INTO AN AUTHENTIC, LIFECHANGING RELATIONSHIP WITH JESUS CHRIST.
RIVER VALLEY NETWORK
River Valley Network’s vision is to train thousands of churches to collectively give $1 billion annually above the tithe. They are passionate about generosity because they believe a generous church should be the only type of church. Join them at River Valley Conference, Accelerators (one day topical sprints), Roundtables (relational meetups) and on Talking Church podcast. Together we can plant more churches, send more missionaries and increase the Kingdom work God has called the church to do!
FOR MORE INFORMATION
Visit rivervalleynetwork.org or email network@rivervalley.org
WORDS OF LIFE
RIVER VALLEY NETWORK’S VISION TO TRAIN THOUSANDS OF CHURCHES TO COLLECTIVELY GIVE $1 BILLION ANNUALLY ABOVE THE TITHE. WORDS OF LIFE’S MISSION TO ENCOURAGE, HELP AND GIVE WISE ADVICE –WORDS OF LIFE!
As teachers, facilitators and coaches, Keith and Kristin Peterson live for the moments when those that they’re working with “get it” and learn something new, grow in proficiency with a certain competency or step into victory and freedom. That’s why their mission is to encourage, help and give wise advice – WORDS OF LIFE!
Words of Life helps churches build their people strategy and create a more engaged, productive and unified team. Their Bible-based human resource services are especially designed for the church world, and focus on defining, creating and building healthy cultures. Services include: strategic planning; vision, mission, and values creation; core competency identification; leadership and staff coaching; training and workshop sessions; and behavioral assessment facilitation.
FOR MORE INFORMATION
Email keithhpeterson@gmail.com
PASTOR ROB
Rob Ketterling is the founding and lead pastor of River Valley Church. His ministry journey over the last 30 years has equipped him to encourage leaders to take their influence to the next level. He is the author of several books including Change Before You Have To, Fix It!, Front-Row Leadership, Speed of Unity, Keep the Change and his latest book The Generous Life.
Rob currently serves on several organizational boards including the Executive Presbytery for the Assemblies of God USA, the Lead Team for the Church Multiplication Network (CMN) and the board of Regents for North Central University.
Rob loves traveling, golf and enjoying time with his wife Becca, their two sons Connor and Logan, his daughters-in-law Alexia and Mikayla, and his grandson Beckham, son of Connor and Alexia.
HEALTHY ORGANIZATIONS GROW! They reach and serve more people, expand into new territories, and offer new programs, products or services. Of course this is true in the business world, but it’s also true in the church. Throughout River Valley’s history, we’ve been passionate about reaching the lost and leading people into an authentic, life-changing relationship with Jesus Christ. And like any church, we’ve had our share of growing pains – expanding into new buildings, adding new services to make room for more, pursuing excellence in spirit-led ministry, supporting operations with new technology and enhanced processes, and much more!
As a leader, I know that part of my responsibility is building and maintaining a healthy and thriving culture, both for the congregation and for our staff. In our early years, it was easier for me to be more “hands on” and personally involved with staff development (we were all in one building and there were only a handful of us). But as we grew, I realized that other leaders needed to be empowered to carry and build culture, and I needed to help facilitate “learning events” as a core part of the staff experience. These included all-staff meetings, staff retreats, participation in conferences and roundtables, development of our young pastors through book studies and personal connection and even on-the-spot coaching.
Part of our journey was engaging with experts from the learning and development and HR field about staff development strategies and options. It was obvious that many for–profit corporations were benefiting from this intentional and strategic approach. Why not us? What follows is a summary of our staff development strategy, process and programs. We’re still enhancing and adjusting what we do, but we’ve come a long way! My prayer is that you’ll be inspired to take your personal next step, and benefit from what we’ve learned and implemented.
LET’S CONTINUE TO BUILD THE CHURCH!
Visit https://robketterling.com/
STEP SUMMARY KEY QUESTIONS
SUMMARY PROCESS
ASSESS IDENTIFY NEEDS AND SKILL GAPS TO ADDRESS
What organizational culture components exist (e.g., staff values)?
Are they still valid? Do they need to be refined?
What performance challenges are we having?
What staff skills are required to achieve our vision/strategy?
What skills are missing?
Based on input from key stakeholders, what needs to be addressed right away?
PRIORITIZE
CLARIFY AND FOCUS ON TOP LEARNING PRIORITIES
There is no one-size-fits-all staff development strategy. It is important to tailor your approach to your specific objectives. To do so, consider following these steps: Assess, Prioritize, Declare, Implement and Monitor. As you assess and prioritize, you will ensure you focus on your top learning needs. As you declare and implement, you will align content and learning programs. Finally, as you monitor you will determine how to improve learning experiences.
USE THE QUESTIONS PROVIDED IN THE PROCESS
SUMMARY CHART AS A GUIDE AS YOU WORK THROUGH EACH
STEP
These questions prompt key decisions that need to be made and can serve as a guide for team discussions and planning.
DECLARE DETERMINE CONTENT REQUIRED AND DELIVERY MECHANISMS
What learning content and experiences will create the greatest wins?
What can we do right away?
What’s important to address, but may take more time to implement?
What content will we refine or build in phase one? Phase two? Phase three?
What existing delivery mechanisms will be utilized?
What new delivery mechanisms need to be built?
What resources do we have to support this effort (staff experts, partners, members of the congregation)?
Who will create the learning materials?
What format(s) will be utilized?
IMPLEMENT DESIGN AND DELIVER PROGRAM COMPONENTS
MONITOR
EVALUATE PROGRAM EFFECTIVENESS AND MAKE NECESSARY ENHANCEMENTS
When will the learning experience(s) take place?
Will all of the content be built internally, or will we utilize partners?
Have we incorporated adult learning principles in the program design?
Will we conduct a pilot program? If so, how will we incorporate the feedback?
Will we utilize program evaluations to gather real-time feedback? If so, how will it be incorporated into future delivery?
How will we gather feedback from key stakeholders? What is our plan to incorporate the feedback?
RIVER VALLEY’S SUMMARY PROCESS
HERE IS A SUMMARY OF RIVER VALLEY’S JOURNEY. During our assessment phase, we determined that our staff values needed to be updated. The previous ones focused on leadership and not the entire staff. In addition, we determined that we had competencies identified for specific roles (e.g., worship pastor, accounting, etc.) but lacked competencies for the entire staff and various levels of influence and leadership. Finally, we determined that management skills were a gap that needed to be addressed.
The summary chart highlights our approach as we worked the Assess, Prioritize, Declare, Implement and Monitor steps of the process.
ASSESS PRIORITIZE
Determined that our staff leadership values needed to be replaced.
Formed a small project team to identify and define new staff values.
Incorporated new staff values and competencies into appropriate existing learning experiences (e.g. all-staff meetings, weekly team meetings).
Reviewed annual programs across “track owners” (the Ups).
Determined that we had clear role-based competencies but lacked organizationwide competencies.
Formed a cross-functional project team to identify staff competencies at four levels.
Enhanced an existing program for new pastors and re-branded it to First Up (extended program to all staff roles and incorporated new staff values as key content).
Evaluated staff development as part of annual engagement survey.
Learned from exit interviews and employee input that management skills was a gap. Identified existing learning experiences and staff/partner subject-matter experts.
Expanded “Up” as a development brand and built out three additional learning paths: Next Up (for emerging leaders), Lead Up (for people managers), and Coach Up (individualized development opportunities).
Built out quarterly manager training with four core themes based on grouped competencies.
THE RIVER VALLEY WAY
WHAT ARE STAFF VALUES? Values can be thought of as the deeply ingrained principles that guide actions. They serve as cultural cornerstones. They are generally the same for all employees regardless of tenure, role, seniority, location, experience and personal relationships.
For River Valley, we intentionally incorporated language used by our Lead Pastor, Rob Ketterling. For example, he often talks about “having a plan, vision and a dream.” By using common and understood language, you can increase adoption and buy-in. We also summarized our values by themes so they would be “balanced” and not just focus on one area.
River Valley’s staff culture is built on seven values. We call them the River Valley Way. They define how we work for, with and alongside one another.
TIPS & BEST PRACTICES
STAFF VALUES
AT THE CORE, VALUES HIGHLIGHT AN ORGANIZATION’S CORE PRINCIPLES AND PHILOSOPHICAL IDEALS
The final list may include different types of values such as core values, aspirational values and baseline values.
CORE VALUES
The deeply ingrained principles that guide all of an organization’s actions. They serve as cultural cornerstones and often reflect the values of the founder(s).
ASPIRATIONAL VALUES
Those that an organization needs to succeed in the future but currently lacks. They need to be carefully managed to ensure that they do not dilute the core values.
BASELINE VALUES
Those that simply reflect the minimum behavioral and social standards required of any employee. They tend not to vary much across organizations, particularly those working in the same region or industry.
VALUES SHAPE DAILY CULTURE AND ESTABLISH STANDARDS OF CONDUCT AGAINST WHICH ACTIONS AND DECISIONS CAN BE ASSESSED THEY SHOULD BE THE SAME FOR ALL EMPLOYEES REGARDLESS OF TENURE, ROLE, SENIORITY, LOCATION, EXPERIENCE, PERSONAL RELATIONSHIPS, ETC. THE BEST ONES ARE ACTIONABLE, TIMELESS AND MEMORABLE
TIPS & BEST PRACTICES
KEEP THE LIST SHORT | 4 OR MORE BUT LESS THAN 10
THE IDEAL MIX WILL HAVE CORE, ASPIRATIONAL AND BASELINE VALUES
USE DESCRIPTIVE LANGUAGE | FOR EXAMPLE, DON’T SIMPLY SAY “INTEGRITY”
INCORPORATE VALUES THAT EMPOWER EMPLOYEES
UTILIZE VALUE SUMMARY PHRASES WITH BEHAVIOR EXAMPLES
STAFF COMPETENCIES
DEVELOPMENT APPROACH
WE BUILT THEM FOR FOUR STAFF LEVELS: everyone (all employees), emerging leaders (employees who carry influence in the organization regardless of title or level), leaders of others (those who have direct reports) and leaders of leaders (leaders who lead other leaders).
WHAT ARE COMPETENCIES? Competencies can be best thought of as the combination of the skills, abilities, knowledge and traits possessed by individuals. Some competencies are specific to the level of influence and role. Proficiency and mastery of competencies can increase with coaching, training and experience.
TIPS & BEST PRACTICES
STAFF COMPETENCIES
COMPETENCIES ARE THE CHARACTERISTICS AN ORGANIZATION WANTS ITS STAFF TO EXHIBIT ON A DAY-TO-DAY BASIS TO INCREASE THE ORGANIZATION’S ABILITY TO ACHIEVE ITS VISION/STRATEGY
COMPETENCIES INCLUDE: BEHAVIORS, SKILLS AND ABILITIES, KNOWLEDGE, TRAITS AND MOTIVATORS
BEGIN BY AGREEING UPON “SIMPLE” STAFF LEVELS
E.G., EVERYONE, EMERGING LEADERS, LEADERS OF OTHERS, LEADERS OF LEADERS
AIM FOR NO MORE THAN 8-10 COMPETENCIES PER STAFF LEVEL
YOU SHOULD END UP WITH A MIX OF CURRENT AND FUTURE COMPETENCIES
BE SURE TO CREATE DEFINITIONS FOR EACH COMPETENCY
BUILD A PLAN TO INCORPORATE THEM INTO YOUR ORGANIZATION
JOB DESCRIPTIONS, INTERVIEWS, PERFORMANCE REVIEWS, PROMOTIONS AND CAREER PATHING
COMPETENCIES ARE GENERALLY OBSERVABLE, MEASURABLE TO SOME DEGREE, ABLE TO BE DEVELOPED, A COMBINATION OF PRACTICAL AND THEORETICAL ATTRIBUTES, ROLE OR ORGANIZATION BASED COMPETENCIES WILL VARY BY FUNCTION, LEVEL AND OTHER FACTORS
THE UPS STAFF DEVELOPMENT PROGRAM
SUMMARY
TRACK
FIRST UP NEXT UP LEAD UP COACH UP
People-manager training and connection designed for:
Extended onboarding to ensure that staff learn and experience the River Valley Way staff culture and key competencies. Provides exposure and connection to the Lead Pastor and other key leaders.
Cohort model of development designed to prepare staff for the potential of increased leadership responsibilities and influence within the organization.
DEVELOPMENT grow proficiency in targeted competencies and the River Valley Way.
INNOVATION share, prioritize and build out new ideas.
ENHANCEMENT improve, fix and clarify core processes and update ministry playbook.
Individualized coaching to grow in targeted competencies, elements of River Valley culture or other development targets.
A KEY COMPONENT OF RIVER VALLEY’S STAFF DEVELOPMENT PROGRAM IS CALLED “THE UPS.” The Ups are four distinct development paths. These include First Up, Next Up, Lead Up and Coach Up.
Through The Ups development program, River Valley is making a concerted effort to develop and raise up staff in key areas: those who are new/ onboarding (First Up), those who are emerging leaders (Next Up), those who carry people management responsibilities (Lead Up) and those who are pursuing further development, coaching or intervention (Coach Up). The Ups Summary Chart highlights the areas of focus for each learning path, including targeted participants and meeting cadence.
PARTICIPANTS
MEETING CADENCE
ALL NEW STAFF Includes pastors and operational staff.
EMERGING LEADERS
Staff recognized by leadership who are on track to be future leaders within the organization.
Meets before the All-Staff meeting every month.
Designed as a “rolling” 12-month program; new participants join upon hire and others leave after 12 months.
LEADERS OF OTHERS
Staff who directly supervise others and/or lead a department.
SELECTED STAFF Staff identified by leadership who would benefit from one-onone coaching; includes proactive, future-focused developmental focus and corrective efforts.
Meets once a month for nine months. Meets once a month.
Ongoing training and connection for peoplemanagers. Engagements vary in length and cadence based on individual development plans.
FIRST UP | SAMPLE SCHEDULE
FIRST UP
PURPOSE
First Up provides an extended onboarding experience for all staff (regardless of position). It is designed for staff to learn and experience River Valley staff values, competencies and other core ministry and operational elements. It also provides exposure and connection to the lead pastor and other key leaders.
ELIGIBILITY
All new staff are eligible, including pastors and operational staff.
SUMMARY/PROCESS
First Up is designed as a “rolling” 12-month program and generally meets before All-Staff meetings. Each gathering has a theme, a summary learning objective as well as a note about which staff value will be highlighted.
NEXT UP
PURPOSE
We have a genuine belief there is capacity for more in all of us, so we developed Next Up to steward, cultivate and invest in our growing team of leaders, culture carriers and influencers.
ELIGIBILITY
This is for any River Valley Staff, regardless of position, who exhibit River Valley culture and are ready to grow to a new level.
SUMMARY/PROCESS
Next Up is a nine-month practical development program designed to accelerate the leadership potential of our team. We see this as a space to personally invest in a select group of staff spiritually and emotionally, while also allowing space for them to take practical and guided steps forward in their influence and development.
This nine-month program starts in September and runs for nine months. Next Up uses a simple nomination process. We ask our campus pastors and our department heads to nominate people from their teams who already exhibit our culture at a high level and would benefit from further development and opportunities to grow in their leadership and influence. Once nominations are received our leadership team reviews and selects up to 10 people to join.
LEAD UP
PURPOSE
Create a learning environment for people managers that provides training and connection for personal and professional development, innovation, and enhancement of various ministry processes.
ELIGIBILITY
Lead Up is for staff who directly supervise others and/or lead a department.
SUMMARY/PROCESS
LEAD UP IS ABOUT
1. BUILDING RELATIONSHIP
- The purpose is to help build the relationship between Central and Campuses.
- Meet once a month
2. LEADERSHIP DEVELOPMENT
- Campus pastors, associate campus pastors and department heads need to be carrying River Valley culture.
- Leaders need to care about every department no matter which department you oversee.
Ex: Creative caring about what goes on with Care Ministry.
3. ORGANIZATIONAL COMMUNICATION
- Clarify best practices - Hiring practices, how do Departments/Campuses/Central communicate and talk through ideas and systems?
- Empower department heads to communicate with campuses and allow campuses to speak into that.
Ex: Change up employee moves - how are employee moves sought out and communicated?
- Have a culture of continual improvement.
4. MAINTAINING THE “RIVER VALLEY WAY”
- What is the “way” of how we do things?
- Clarify right and wrong, good and bad, bullseye and boundaries
LEAD UP
The purpose of year two of Lead Up is to focus on each division of ministry within the organization. Often we can become too focused on our area and cross-departmental training does not occur. IN YEAR TWO, THE PARTICIPANTS OF LEAD UP WILL WALK AWAY UNDERSTANDING:
HOW EACH DIVISION OF MINISTRY FITS INTO THE WHOLE OF THE CHURCH
HAVE THE ABILITY TO SPEAK INTO EACH MINISTRY AS PROJECTS ARE DEVELOPED
FEEL FULLY EQUIPPED AND RESPONSIBLE FOR EVERY AREA OF MINISTRY AT THE CAMPUS THEY’VE BEEN ASKED TO LEAD
COACH UP
SUMMARY/PROCESS
Due to its individualized nature, the process utilized for each plan varies from person to person. It can include everything from enhancing an employee’s competencies for their current or future growth to addressing performance or cultural fit gaps.
SOME COMMON EXPRESSIONS OF A COACH UP PLAN INCLUDE:
COMPETENCY ASSESSMENT (SELF, MANAGER AND PEER) AND TRAINING
PURPOSE
Coach Up is a process used to address individually identified needs, specific to an employee’s development while on the River Valley team. This process is designed to infuse additional focus on one or more areas of growth, often of a more pressing matter than in the normal course and scope of the employment process.
ELIGIBILITY
All River Valley employees are eligible to go through the Coach Up process at any time, however, participation is determined by identified need. Needs are most commonly identified through performance evaluations, self-assessments and discussions with the employee’s manager, secondary manager, HR and/or Executive Leadership. Participation in the process is determined on a case-by-case basis and is decided based on the urgency of the need, availability of time and resources and personal commitment by all parties.
ON-GOING COUNSELING SERVICES (EXTERNAL)
SHORT-TERM COACHING ASSIGNMENT (UTILIZING INTERNAL OR EXTERNAL COACHES)
WRITTEN EMPLOYEE DEVELOPMENT PLAN
Regardless of the expression used, the Coach Up process should identify specific objectives and milestones, to accurately and, as objectively as possible, assess success in the process. In most instances, there is also a clear timeline for completion of the Coach Up process, typically 60 days up to 6 months. Coach Up activities may include personal studies, book discussions, skill development through training and modeling, assessments with facilitated discussions and many other learning opportunities. The process should also include regular “check-ins” with the initiating leader to assess progress and address any gaps that may exist.
At the end of the designated timeline, the initiating leader, the employee’s primary and secondary managers (as applicable and if not the initiating leader) and HR review the identified objectives and milestones agreed upon at the start of the process to determine success. Employees who successfully complete the process are celebrated, as appropriate, and return to their current role, as agreed upon. For any employee who did not successfully complete the process in the timeline established, further conversations occur to identify obstacles to success, what the employee and River Valley can do to improve chances of success and if that is feasible in the current scope of time, availability and cost. This also includes an assessment of the employee’s perceived longevity on their team and what we as River Valley Church can do to help them succeed, regardless if they remain on the River Valley team or if they find another opportunity more suitable to the employee.
ADDITIONAL LEARNING PATHS
STAFF MEETINGS
Each department and campus will hold a weekly staff meeting. Typically these are held on Tuesday mornings and open with thirty minutes to one hour of prayer for needs in the church and over the church. After, from a campus perspective, campuses will share wins from the weekend services and share feedback. Then the campus pastor will share updates and provide a calendar overview of what is coming up for that week/month. Finally, there is a teaching on one of the staff values or competencies. Overall this takes place within a 90-minute to two-hour time-frame.
ALL STAFF
Quarterly, all River Valley staff will gather from 9:00 AM-12:30 PM for a time of worship, teaching, and fellowship.
OUR TYPICAL SCHEDULE ON AN ALL STAFF DAY LOOKS LIKE THIS
8:30 AM - 9:00 AM Light breakfast and coffee served
9:00 AM - 10:00 AM Worship and prayer
10:00 AM - 10:15 AM Break
10:15 AM - 10:30 AM Global 5-Spot (missionary or global project highlight)
10:30 AM - 11:10 AM Teaching (typically by the lead pastor)
11:15 AM - 12:00 PM Catered Lunch
12:00 PM - 2:15 PM Shoutouts
12:15 PM - 12:30 PM Trophy Presentation (staff of the quarter)
MANAGER TRAINING SUMMARY
OBJECTIVES COMPETENCIES
MODULE 1 MANAGEMENT, LEADERSHIP & STAFFING
Understand the differences between leading and managing
Learn the critical role managers play when adding new staff to the team
Identify and practice legal and effective interview techniques
Explore a model for effective delegation
General management skills
Problem solver
Finisher
Team development
Delegation
MODULE 2 CLEAR COMMUNICATIONS
Learn how to adapt communication styles to others, hone listening skills and deliver effective feedback without raising defensiveness
Communication skills
Collaboration
Organizational knowledge
RIVER VALLEY ALSO PROVIDES QUARTERLY TRAINING
FOR ALL PEOPLE MANAGERS TO ADOPT THE SKILLS, BEHAVIORS, AND KNOWLEDGE NEEDED FOR EFFECTIVE, SUCCESSFUL PEOPLE LEADERSHIP.
These trainings are delivered as half-day in-person events for each module. For smaller groups, the modules will be delivered via Zoom.
MODULE 3 PERFORMANCE MANAGEMENT
Learn how to effectively set goals, give feedback, and delegate in effective, efficient, and ethical ways
Identify how to get to the heart of performance issues and recognize the vital steps when discipline is required
Performance management
Capacity to carry more
Teachable
MODULE 4 HEALTHY WAYS
Understand the importance of building trust and influence to get the best result
Learn how to minimize unproductive conflict
Explore how coaching builds morale and motivates employees to greater productivity and increased engagement
Emotional intelligence
Conflict management
Coaching skills
Includer
Approachability
RECOMMENDED EVENTS
RIVER VALLEY CONFERENCE
River Valley Conference is a time for pastors, church leaders and creatives to be refreshed and encouraged without the weight of leading others. Whether you are a lead pastor, nextgen pastor or creative, River Valley Conference is for you!
FOR MORE INFORMATION RiverValleyConference.com
GENEROSITY ACCELERATOR
Led by Pastor Rob Ketterling, at a Generosity Accelerator, you will learn how to grow your current tithe and increase over-and-above giving. You will learn ways to cultivate generosity in the hearts of your congregation and understand how to help your church take the next step in generosity.
WE INVITE YOU TO JOIN ANY OF THE FOLLOWING EVENTS HOSTED BY RIVER VALLEY NETWORK TO LEARN MORE ABOUT STAFF DEVELOPMENT, PROVIDE SPACE FOR YOUR TEAM TO GROW AND LEARN MORE ABOUT BUILDING A HEALTHY CHURCH.
CAMPUS PASTOR/EXECUTIVE PASTOR ACCELERATOR
Typically held each fall, this Accelerator focuses on campus pastors and executive pastors. This is a one to two-day event led by our executive pastor of local ministry and our executive pastor of operations.
AT THE CAMPUS PASTOR ACCELERATOR, YOU WILL LEARN
– How to embody the vision of your lead pastor
– What a successful Sunday morning looks like
– How campus pastors actually manage their teams
AT THE EXECUTIVE PASTOR ACCELERATOR, YOU WILL LEARN ABOUT
– Financing/budgeting
– Developing your staff
– How to plan strategically for the vision of your church
ADULT LEARNING OVERVIEW
ADULT LEARNING CONSIDERS
LEARNING PREFERENCES AS WELL AS THE VARIOUS WAYS ADULTS OBTAIN KNOWLEDGE, SKILLS AND ABILITIES.
WHAT IS ADULT LEARNING?
Adult learning is the idea that adults come to the learning process with experience and outside responsibilities and approach learning situations with their strengths and challenges. It’s based on the idea that adults are able and willing to take responsibility for their learning, and that the learning itself should respond to their needs.
Adult learning considers learning preferences as well as the various ways adults obtain knowledge, skills and abilities.
INDIVIDUALS TEND TO HAVE PREFERRED LEARNING PREFERENCES.
One way to think of this is VARK (Visual, Aural/Auditory, Read/Write, and Kinesthetic).
LEARNING PREFERENCES (VARK):
– Visual (maps, graphs, diagrams, charts)
– Aural/auditory (hearing and speaking)
– Read/write (words, text)
– Kinesthetic (hands-on, learn by doing)
INDIVIDUALS OBTAIN KNOWLEDGE, SKILLS AND ABILITIES IN THEIR JOBS THROUGH A MIXTURE OF SOURCES.
One way to think of this is the 70-20-10 Framework. It’s also known as the OSF Ratio (On-the job, Social sources and Formal education).
70-20-10 FRAMEWORK/OSF RATIO
– 70% from on-the-job experiences
– 20% from social sources (others)
– 10% from formal educational events
PRACTICAL ADULT LEARNING TIPS
DON’T TREAT ALL LEARNERS THE SAME
STUDY YOUR TEAM | WHAT WORKS AND WHAT STICKS?
EXPERIMENT WITH DIFFERENT TYPES OF LEARNING ACTIVITIES
USE THE 3 PRIMARY LEARNING DOMAINS | COGNITIVE, AFFECTIVE, BEHAVIORAL
COGNITIVE Lectures, Discussions
AFFECTIVE Consensus-Seeking Activities, Brainstorms
BEHAVIORAL Role Plays, Simulations
DO YOUR BEST TO ACCOUNT FOR DIFFERENT LEARNING PREFERENCES
ASSIGN PRE-WORK TO READ
OFFER WORKSHOP EXPERIENCES AND DISCUSSIONS
UTILIZE ROLE-PLAY AND SIMULATIONS
DEVELOP GROUP PROJECTS
USE VARIOUS FORMS OF VISUALS (FLIP CHARTS, VIDEOS)
KEEP THESE IDEAS IN MIND WHEN PLANNING YOUR LEARNING EXPERIENCES
Adults come to learning experiences with histories
– Create opportunities for people to tell stories and share experiences
– Facilitate discussions about previous teams and projects; guard against biases
Adults need to know why they have to learn something
– Draw a connection from an activity to goals, mission, etc. Explain how it will help
– Connect the learning to previous questions and challenges; make the why clear
Adults want a voice and input in their learning
– Ask participants to reflect and share how they lear best; offer choices
– Ask for input and feedback in person and anonymously
Adults need practice to internalize learning
– Use structures such as role-plays where participants provide feedback
– Ask participants to name their key takeaways and next steps
Adults have a problem-centered orientation to learning
– Engage participants in naming their challenges and areas for growth; identify tasks
– Incorporate relevant examples; use both immediate application and reflection
Adults need a safe environment to learn
– Create the best environment possible; if possible, make learning fun
– Invite participation in discussions