In this episode we discuss a few failed hypotheses around content development. These are things we’ve been asked to do, and we’ve all certainly tried in our careers, but they just don’t lead to effective learning. Tune in to hear more!
Customer Education Labs
Educate. Experiment. Find your people
In this episode we explore how we, as Customer Educators tackle the source of the river of knowledge. How does one approach and work with Subject Matter Experts to get the best material? Have a listen and we’ll explain our strategies …
Adam here. In case you missed it, I have a new book out, called “Customer Education: Why Smart Companies Profit By Making Customers Smarter.” Pick up a copy before they run out!
This post corresponds with Episode 8 of “CELab: The Customer Education Lab.” Subscribe and download our latest episode on our site, Apple Music, Google Play, Stitcher, Spotify, or wherever quality podcasts are found.
Even though I recently published a book, that’s not what this post is about. Today I’d like to share three books that not only every Customer Education leader, but every leader, should read. Each one corresponds to a key mindset that enables us to create a sense of growth and experimentation on our team, and to maximize the potential of every single team member. After all, we succeed or fail together.
1. Forget “natural gifts” and embrace the Growth Mindset
As a Customer Education leader, I’m constantly in the position of watching people stretch outside of their comfort zone. Whether it’s a participant in a class, or a member of my team taking on a new project, there will always be that frustrating moment where we throw up our hands, saying, “I just wasn’t built to do this!”
In fact, according to the research of Dr. Carol Dweck, a Stanford psychologist, we’re conditioned from a very early age to regard our skills as fixed and unchangeable. We’re either good at something or we suck at it. But is this reality? According to her research, it’s not — and once we stop believing that our skills our fixed, we can actually change.
In her book Mindset: The New Psychology of Success, Dweck recommends that we think differently about our own abilities. Instead of assuming that we’re good or bad at something, and working hard to protect our own ego around those things, we should instead embrace the idea that we can grow in any area with practice. But for many of us, we don’t do the things that we’re bad at because we don’t think we can get better at them. We’re afraid of failure. If, instead, we treat those failures as opportunities to learn and improve, then we will stop protecting our self-image and start getting better at things!
This is obviously important on a Customer Education team. Even though I recognize that everyone has certain “superpowers” and will more easily excel in certain areas, it’s dangerous to assume that skills won’t change over time. By embracing the growth mindset and learning from failures, we can experiment and push into new areas of growth.
Customer learning professionals can also take the growth mindset into account as they design courses. We can explicitly encourage our customers to be vulnerable, put themselves out there, ask the “dumb” questions, and try and fail in a safe space. We can give them challenging activities that may be outside of their comfort zone because the learning will be that much greater. You might even try sharing Dweck’s research at the beginning of your course.
2. Stop glorifying yourself and start multiplying others
At this point, most of us know that it’s not empowering to micromanage employees or to build empires of “B- and C-players.” And yet many of us still do just this. But those aren’t the only ways we prevent our teams from reaching their top potential. We have habits that unconsciously diminish our team’s efforts as well. For example, many leaders believe that they must be the most intelligent person in the room. They must have all the answers. They must make the decisions.
In Multipliers: How the Best Leaders Make Everyone Smarter, Liz Wiseman (who led Oracle University — a learning professional!) and Greg McKeown (author of another one of my favorite books, Essentialism) break down the approaches that multiply the power of a team, in essence making everyone smarter and more empowered. They contrast them with the behaviors that accidentally or intentionally diminish a team. For example:
- Choose to be a Talent Magnet, not an Empire Builder. Prioritize bringing in the best and spending time developing them, not “B-players” who are simply compliant to you.
- Choose to be a Liberator, not a Tyrant. Instead of creating a culture of fear and avoiding mistakes, encourage people to try and fail, and require rapid learning. (Does this sound like the Growth Mindset? I think it does.)
- Choose to be a Challenger, not a Know It All. Instead of having all the answers or solutions, encourage your team to solve problems together. (I personally struggle with this one and have to remind myself to shut up and give people space!)
- Choose to be a Debate maker, not a Decision maker. Create an environment where people can give opinions on hard problems, instead of trying to end the debate too early. Ask good questions to make sure perspectives and nuances are heard before making a decision.
- Choose to be an Investor, not a Micromanager. Instead of telling people what to do, tell them what you expect. Instead of delegating tasks, delegate end goals and outcomes.
3. Evolve your tribe from “I’m great” to “We’re great”
The final book in my leadership trilogy is Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. This is actually the one I read first, and I think it may have had the most lasting impact on my career. (More time to marinate, I guess.)
The books authors (Logan, King, and Fischer-Wright) posit that within an organization, natural groups (or “tribes”) of 20-150 people compose the culture of the organization, and as a leader, you can help these tribes evolve. Tribes go through different stages, starting with a selfish and downright gloomy mindset (“life sucks,” “MY life sucks”) where they may give token compliance to the things you say, but they’re not really bought in.
It turns out that tribes with this mindset are often being held down by people in the next stage — “I’m great” — where individuals compete against one another.
So how do you escape this destructive pattern? You have to move from “I’m great” to “We’re great.” Align your team around a higher purpose and a common goal, instead of encouraging them to compete against one another (or against other teams in your organization). The book provides examples of how to do this, such as opening up decision-making from a hub-and-spoke model with you at the center to “triads” of individuals — groups of three with more distributed decision-making.
Here’s the part that blows my mind: the authors point out that a big way they know that tribes have made the shift is “a language and a pattern of behavior; not a permanent state like tall or short.”
So in other words, they’re describing a sort of growth mindset! I believe that it’s the same mental shift that lets you move from fixed to growth mindset, from diminisher to multiplier, and from I’m great to We’re great. If you read these books, in order, through this lens, I believe you’ll emerge with a fresh perspective on how to grow a high-performing team — not just in Customer Education, but in any field.
In this episode we explore the assertion, “The best way to start developing your Customer Education program is to leverage Virtual Instructor-Led training.” Why would you want to use Virtual Instructor-Led Training (VILT). What are the options for delivering it? What kinds of pitfalls and tips would you suggest? Oh … and most importantly Adam sings for us, making this another can’t miss episode!
What are the key leadership skills you need to be a Customer Education leader? Join Adam and Dave as they dive into three great skillsets, each one of which ties to a book. These are required reading material for new and aspiring Customer Education leaders.
- Mindset by Carol Dweck
- Multipliers by Liz Wiseman and Greg McKeown
- Tribal Leadership by Dave Logan, et al.
In this episode of CELab, Adam shares his experiences from Skilljar Connect, hosted in Seattle on November 14 and 15, 2018. Adam shares his experiences in talking on a panel hosted by Maria Manning Chapman from TSIA focused on Content effectiveness and how to make training stick! Join us for this recap and tons of myths and misconceptions about content!
This week on CELab, we recap another Customer Education conference: Skilljar Connect! Adam attended and spoke on a panel at the conference, and it was a great day spent with other Customer Educators.
Let’s face it: Aside from CEdMA (which we recapped on a previous episode) here aren’t many conferences devoted to customer education. While big conferences like DevLearn and ATD TechKnowledge are helpful for instructional designers and technologists, they aren’t often customer education oriented. I’d highly recommend them to anyone looking to learn more about instructional design, content development, and learning technology. But as a customer education professional, you often must make the leap away from the context of traditional L&D, asking yourself, “How does this apply to customer education?”
So similar to how Gainsight Pulse is focused on the discipline of Customer Success, Skilljar Connect was a forum for Skilljar customers to discuss the discipline of Customer Education and share our programs.
It’s increasingly clear that a big part of a Customer Education leader’s role also includes “Digital Transformation” or Automation. In other words looking at the software we use and thinking seriously about how it works – together.
In this episode we discuss data. How do you work with your data, automate learning journeys, make data about learners “actionable”, and much more.
In this episode, Adam recaps the highlights from CEdMA’s Fall 2018 Conference.
If you’re unfamiliar with CEdMA, or the Customer Education Management Association, it is one of the primary organizations for Customer Education Leaders. Adam spoke at their fall conference in Boston and brought back some nuggets to discuss.
CEdMA, or the Customer Education Management Association, is one of the primary organizations for Customer Education Leaders. Adam spoke at their fall conference in Boston and brought back some nuggets to discuss with Dave in Episode 005 of CELab.
At CEdMA, all the presentations are led by member organizations, so you’re not hearing from abstract “thought leaders” — you’re hearing from other Customer Education leaders. This also means that, rather than artificially imposing a theme, the themes that arise are more organic and based on the issues and trends that Customer Education leaders see on a day-to-day basis.
This year’s conference saw two key themes:
- The role of the traditional Education Services P&L (which stands for profit and loss, and refers to running your department like a business, where you must achieve profitability) vs. using Customer Education to support the overall health of the broader business.
- The role of certification and badging, to certify and credential our customers.