Entries from John Juzbasich | Merit Career Development Blog

Is Your Data a Business Driver?

Everywhere we turn, we are surrounded by information in the form of big data and advanced analytics. But when it comes to making a complex decision, we rarely take advantage of these resources. Instead, we turn to the trusted techniques we’ve used in our past; the rules of thumb. Why? Is it fear of the unknown, comfort with the old tried and true, or is it risk aversion?

Typically, when an unknown, complex data analysis method is recommended as the ideal way to resolve an issue, provide greater insight into a situation, or help make an important decision, senior leaders will be reluctant– even if the new technology might provide significantly better direction. As Noble Laurate Daniel Kahneman might surmise, this is an example of the “affect heuristic” where decisions and judgments are guided by feelings of like and dislike, with little reason. The crux of the problem is the lack of understanding and distrust of advanced technologies.

Today’s contemporary technologies are changing our world forever. Our task is to sort through the marketing hype, decipher the “computerese” surrounding these technologies, and understand the capabilities they offer. Organizations must build their competencies throughout their ranks to take advantage of these advanced technologies.

Every organizations’ executives must become knowledgeable and comfortable with today’s advanced analytics techniques. They must approach them strategically and apply them appropriately. They can make sound, rational decisions based on data when addressing new ideas to best understand and interact with customers, offer better products and services, or improve business processes.

Middle managers need a deeper understanding of the technologies and the types of business opportunities and problems that these tools address. Managers must be able to recognize possible applications of the new methods and tools to provide appropriate recommendations to upper management. It is essential that they have the knowledge and skills to guide project teams tasked with the implementation of the solutions.

Recognizing that personnel skilled in advanced technologies are scarce, the organization must develop awareness and skills internally. While consultants will be of value, they lack the depth of knowledge of your business processes to implement significant change. Therefore, it is very important for companies to develop core skills in-house to innovate and take advantage of new opportunities.

For information help you elevate your organization using data, contact Jim Wynne at Merit Career Development at 610-225-0193 or jwynne@meritsystemsllc.com or visit www.meritcd.com.

Utilize 4 Steps to Maximize Training ROI

Don't overlook the benefits of instructor-led training Most companies invest in training and development of staff for improved success, regardless of the industry. However, instructor-led training in the workplace costs both time and money, and managers run the risk of wasting valuable resources if they do not see significant returns on their investments in training.

CSO Insights (Chief Sales Officer Insights), a market research firm, conducted a performance optimization study that sought to measure investments in training, focusing on the pitfalls that can interfere with success. The study concluded that there are processes in place at many organizations that can have a negative impact on training ROI.

Random process. When companies use an unorganized approach to conducting business, it can certainly impact the value of training. Rather than adhering to company standards and processes, individuals often end up following their own protocols for completing assignments or marketing products, instead of what they learned in class.

Informal process. Even in businesses that invest in training programs, actual learning retention can hit significant snags following completion of the courses if there is no formal process for monitoring results. Although the skills taught in these classes can be beneficial, lack of monitoring or measurement by managers leaves them unable to ascertain if the learning has been retained and is being used on the job.

Formal process. Some companies do have their own training protocols to reinforce skills for use in real-life scenarios in the workplace. In these organizations, specific managers perform periodic reviews to determine the efficacy of the information learned and then make changes to training based on their analysis. While an improvement on the previous two processes—Random and Informal—it is not necessarily a systemic or dynamic approach.

Dynamic process. Organizations that reap the most benefit from training provide continuous feedback to employees to ensure that useful skills are being applied. They also keep an eye on changes in the marketplace or business and adapt systems as necessary.

Following the teachings of Donald Kirkpatrick ensures that businesses are more likely to get “bang for the buck” from their training expenditures.

Following the 4 Levels of Evaluation

As the former president of the American Society for Training and Development, Kirkpatrick had extensive experience developing standards that optimized training programs. In 1959, he published his first works on effective professional education in Training and Development Journal, called the “Four-Level Training Evaluation Model.” Since its initial release, Kirkpatrick’s four levels have been updated twice, once in 1975 and once in 1994 when he published one of his most well-regarded pieces, “Evaluating Training Programs.” Since then, his works have guided effective training exercises in the corporate environment. Kirkpatrick’s lessons involve four essential levels of evaluation:

  • Level 1: Reaction Determine participants’ thoughts and feelings about the program to capture overall satisfaction with the experience.
  • Level 2: Learning Gauge the increase of knowledge and skills as a result of the course.
  • Level 3: Behavior Measure the retention of information and its application in the work environment.
  • Level 4: Results Assess changes and how beneficial the improvements have been to the organization.

With today’s fast-paced and changing economy, the old guard methods of learning and development have become obsolete. Level 1 feedback forms are helpful but insufficient to conclude that the training has been effective. The real ROI is what happens when employees are back on the job – three months, six months and a year down the line. Learning, behavior and retention must be evaluated at subsequent post training intervals.

Achieving Multi-million Dollar Success

Several years ago, a world-renowned international technology company hired Merit Career Development to improve the skills of its sales force. Merit’s powerful training techniques and tools enabled the employees to close several deals worth millions of dollars within six months of completing the course. The financial impact was significant as they earned substantial profits for the company. The program is now used around world for hundreds of participants per year.

With its fully customizable courses that can be tailor-made to fit any business, Merit ensures that its clients receive the highest possible ROI on all its professional training programs. To learn more, review Merit’s course list or contact Merit today.

Why Simulation-Based Instruction is the Best Way to Learn!

The Benefits of Simulation-Based Instruction
The Chief Operating Officer (COO) asks the Chief Executive Officer (CEO): “What if we spend time and money training our employees and they leave the company?”

The CEO responds: “What if we don’t and they stay?”

Taking time and resources to train your personnel is often looked at as a necessary evil. Training employees takes them away from their day-to-day tasks and the cost will be reflected on the bottom line. Adding to the challenge of supporting training, is the uncertainty of the return-on-investment at both an individual and organizational productivity level.

As an executive who is considering training your team, the most important question you should ask is not: Should I train my team? but rather: What method of training should I use? Different training methods result in varying levels of content retention. Of course you want to ensure that your organization achieves the greatest value from training, so relevant content as well as deploying the use of experiential learning techniques should both be priorities.

Learning PyramidAs the image to the left illustrates, participatory learning, especially using simulation for practice, provides the highest level of retention for training, second only to “teaching others.”

What is simulation-based learning? It is an instructor-guided, interactive learning environment that replicates an actual business, technical, or educational challenge. It permits the learners to practice resolving issues in a relatively worry-free atmosphere. Not only is it authentic and relevant to the learners’ work, but it provides a safe environment to learn; mistakes won’t result in costly repercussions. It’s ideal to spur on innovation, too, because it allows for creative problem solving.

Simulation-based learning is the most effective technique for developing every professionals’ knowledge, skills, and attitudes, whilst protecting the organization from unnecessary risks. It is useful in resolving practical dilemmas, and provides four real-time benefits.

  1. EXPERIENTIAL & REPETITIVE LEARNING. While in traditional lecture-based training, the desired outcome is merely explained; in simulation learning, individuals achieve an outcome from first-hand experience. Adults, like most people, learn better through experience. In the simulation, individuals have the opportunity for repetitive practice, which helps increases retention.

  2. KNOWLEDGE INTEGRATION. A key facet of any learning is that understanding is increased when it is linked to some already known piece of knowledge. Simulation-based learning, because of its participatory nature, has the added benefit of being able to psychologically link concepts and allow participants to link knowledge areas through their actions.

  3. RISK-FREE LEARNING ENVIRONMENT. Regardless of our attitude, learning research validates that we learn by making mistakes. In fact, they are invaluable to the participant. If executive decision makers can participate in relevant and realistic simulations, they can safely make mistakes, learn from them, and promptly apply their learned knowledge to their real work challenges, avoiding costly mistakes or unintended consequences.

  4. ABILITY TO ADJUST THE LEVEL OF DIFFICULTY. The technology provided in most simulation-based learning tools are designed to allow the difficulty level to increase as the competency of the individuals and teams improve. This provides additional flexibility and continual learning opportunities for a varied level of experienced personnel.

Simulation-based learning is the most effective learning technique for both your employees and your organization. Your training dollars are better invested with simulation training because of higher learning retention. Further, because your team will practice with relevant and practical scenarios, the potential for catastrophic mistakes is mitigated.

If you’re looking for a relevant, engaging interactive learning environment with simulation, call Merit and ask about our SimulTrain® project management training experience. Contact Jim Wynne at jwynne@meritcd.com or call him at 610-225-0449.

Why Success is More Likely with Active Listening

Listening includes a lot more than just hearing words. Frequently, we need to interpret or infer a deeper or underlying message beyond the spoken word. We deploy many of our senses to detect non-verbal cues and assimilate our life experiences with the verbal message when we actively listen.

Usually, the objective of a conversation is to expand the listener’s knowledge, perspective or sensitivity to a topic that impacts behavior or beliefs. In the workplace, managing projects can implode due to poor communications. These can result in missing a critical deadline, budget overages, decreased sales, and in some cases, costly lawsuits.

The most effective communication takes place when both parties are actively listening. So what is “active listening” and how do we do this?

Your active listening is apparent to the other party through your audible or visible signals. This can include something as subtle as raising our eyebrows, leaning towards the speaker, or using certain gestures (like a thumbs up, high five, etc.) Tilting our heads when we listen, on the same angle as the speaker, generally reflects a subconscious agreement Uttering sounds like “uh huh” or “hmm” also tell the speaker that you’re paying attention. In America, making eye contact is considered a must in showing that you are listening, although this does vary in some cultures.

Of course asking good questions is one of the best ways to demonstrate that you are listening.
If you don’t have any questions (perhaps, because the message is crystal clear to you) then paraphrase the speaker’s message. You can preface your restated summary by saying something like: “Ok, now, if I understand what you’re telling me, you’d like to … (paraphrased summary of speaker’s objective).”

It is important to be authentic, too! In your effort to make it evident that you genuinely hear the speaker’s message, do not diminish your own persona or credibility. Be sure to phrase your introduction to your rephrased statement in a style that is consistent with the way you speak.

Why not find out if you’re as good a listener as you think you are? If you haven’t taken this insightful (and free) listening assessment yet, you can right now – or later when you have about 45 minutes and no distractions. When you’re ready, take the Active Listening Assessment here. Upon completion, you will receive an explanatory report along with tips and techniques that you can use to become a better active listener and communicator.

If you or your staff would benefit from mastering effective communications, improving active listening and learning “meaning-centered communication”, we can help. Please contact Jim Wynne at jwynne@meritcd.com or call him at 610-225-0449.


NOTE: PMPs®: This assessment qualifies for one PDU® and you will receive a certificate.



PMP and PDU are registered trademarks of the Project Management Institute, Inc.

Understanding How Risk Management Can Improve Organizational Performance

One of the biggest challenges in risk management is risk identification. Humans are naturally optimistic; therefore, we do not like to recognize or discuss risks. We need to incorporate processes such as scenario planning and the pre-mortem technique into our forecasting practices. These techniques help us overcome our aversion to recognizing and discussing risks. Only after we have identified risks can we implement tactics to reduce their probability.

Merit is frequently asked to help businesses, federal agencies and membership organizations reduce or mitigate risk – regardless of their size and business type. Often their project teams collaborate and discuss methods for improving their risk status but have proven to be flawed. The most common flaw that sets them back is their goal to have all risk plans drive their risk probability and impact to zero, in which case it would not be a risk.

Risk RegisterStandard risk responses include Avoidance, Mitigation, Transference, and Acceptance (passive/active). At Merit, we developed a reporting process that would show that the risk factors were decreasing as the project progressed. Supplemented with suitable risk responses, the true reduction of risk probability occurs over time.

The added value that we incorporated into the risk management process was two-fold. First, because of the desire to drive the risk to as low as possible, the use of multiple risk responses could be utilized. The second process improvement would be not only to subsequently reassess the risk, but also to re-evaluate the risk probability and impact matrix after the implementation of the risk response over time.

Probability Impact MatrixThe Probability and Impact Matrix is one of the tools that we recommend in a risk management strategy. It is superimposed with risks that are labeled or numbered as in the above example. “Red” area risks were uniquely documented on a trending month-to-month basis such that it could be seen “driving” toward zero.

The implementation of a risk response would then “reclassify” the risk event for the next reporting period. However, the biggest impact on reducing risk is time. Time because we are progressively refining our process as our project develops, and because the physical window (amount of time available) for a risk event is reduced.

We invite you to learn about our modified process template so you too can incorporate it into your project plans. For more information, to learn other advanced risk monitoring, reporting, and controlling techniques or to schedule a risk management training customized for your team, contact Jim Wynne at jwynne@meritcd.com or by calling (610) 225-0449.

The Pre-Mortem Technique

During my research on how to make better decisions I came across the pre-mortem in the writings of Nobel Prize winner Daniel Kahneman. He notes in his book, Thinking, Fast and Slow (2011), that the pre-mortem technique is valuable in the decision-making process because it has two main advantages.
Pre-Mortem Technique
First, it overcomes “groupthink” that affects many teams once a decision appears to be made. When groupthink is in effect, the wisdom of a plan or decision is gradually suppressed and eventually come to be treated as evidence of disloyalty. The collective suppression of doubt contributes to the group’s overconfidence, which is often a tragic flaw.

Second, it unleashes the imagination of knowledgeable individuals in a much needed direction—the opposite direction of the decision. The principal advantage of the pre-mortem technique is that it legitimizes doubts and encourages everyone, even supporters of the decision, to search for possible threats not considered in the decision-making process. I immediately recognized it as an excellent technique for decision-making, risk management and general leadership.

Because this has proven to be of great value, I would like to share this excellent technique with you. The pre-mortem is easy to implement once the team reaches a decision or finalizes a course of action. Here’s what you need to do:

Step back and state the following: “Imagine that we are one year into the future. We implemented (the decision and plan) exactly as decided here today. The outcome was a total complete disaster. Take 5 to 10 minutes to write a brief history of that disaster.” If someone asks: “What do you mean by a total disaster?” Reply: “In any and every way imaginable it was a total failure.”

Then, explore all the possible reasons that the decision or plan failed. By taking this opposite approach to brainstorming the ideas, your team will likely realize that there are more points that need to be thought through before the plan is implemented.

Merit Career Development incorporates this technique into our leadership, strategic decision-making, risk management and project management classes and it is very well received. In one recent class the participants clutched the flip charts from the group discussion. I saw this and asked what were they going to do with them? I was told that they were going to present the findings to upper management; they had never participated in such a rewarding experience.

Merit can help guide your team through various tools and techniques to optimize your team’s knowledge, skills and ability with techniques and tools such as pre-mortem and many others. Please contact Jim Wynne at jwynne@meritcd.com or call him at 610-225-0449 to schedule training to learn this and other valuable decision-making techniques.

Supply Chain Talent Crisis Looms

Breaking Chains
Supply chain executives are worried about a weak talent pipeline.

More than half of executives at US-based global companies say they are not confident their supply chain organizations have the competencies they need today, according to the 2015 Supply Chain Survey from Deloitte.

As a profession, supply chain management finds itself in something of a crisis. Just as the discipline is gaining stature within enterprises, many organizations are confronting critical shortfalls of talent. Some observers believe the demand for supply chain professionals might exceed supply by a ratio of six to one.

Years of headcount reduction, training budget cuts, and the retirement of highly skilled individuals have all contributed to the shortage of supply chain talent. At the same time, a combination of accelerating technology development and widespread experimentation with new operating models are expanding the scope of supply chain operations, creating a demand for new types of supply chain employees—a trend that is only expected to accelerate in the future.

“Margins are so thin in many industries that any technology or operational change that can provide a competitive advantage—whether its 3D printing or advanced analytics—is critical. And those capabilities are inherently dependent on talent,” explains Kelly Marchese, a principal and supply chain leader with Deloitte Consulting LLP.

It’s not a matter of sheer numbers, rather, it’s a matter of shifting needs as rapid changes in supply chain activities, tools, and goals call for new skills in management and leadership.

The Deloitte survey evaluated technical capabilities ranging from real-time shipment tracking to artificial intelligence. Optimization tools and demand forecasting are the most widespread tools currently in use, but that is predicted to change in the near future. The biggest gap between current strengths and anticipated need is competency in technical analytics. This is seen as the most important technical competency in the near future; only 46 percent of supply chain organizations in the study consider their skills in analytics to be “very good” or “excellent.”

Figure 1: Use of Supply Chain Capabilities; Deloitte 2015

A Cutthroat Technical Skills Market

It’s no wonder supply chain leaders are concerned about recruiting and retaining related technical skills. They’re competing not only with other supply chain organizations for that talent, but also with other functions in their own organizations—chiefly IT. “If you look at supply chain and technology, they’re two of the most strained areas of talent in the whole corporate ecosystem,” says Benjamin Dollar, a principal with Deloitte Consulting. “You need to have strong technology skills in supply chain, and CIOs increasingly need to enable sophisticated problem-solving within the supply chain. And neither one can do it with the people they have now.”

Supply chain managers are looking to science, technology, engineering, and math (STEM) graduates to fill new supply chain roles—but it’s a tough sell. “Most supply chain leaders would love to hire engineering grads from top schools, but a job in the supply chain at a manufacturer is pretty low on their list,” Dollar says. “There’s not enough sex appeal.”

Looking for Leaders

While a large majority of survey respondents (73 percent) said it was extremely or very important to hire employees with the required technical competencies in order for their company to meet strategic objectives, even more (79 percent) said leadership and professional competencies (such as problem-solving, change management, and talent development) were extremely or very important. Strategic thinking and problem-solving were deemed most critical in the future with 74 percent of respondents saying it would be rising in importance. But just 43 percent say they are very good to excellent at it today.

That may be an even bigger challenge for supply chain executives than locating technically skilled professionals. “You can at least take a class in analytics,” says Marchese. “Leadership characteristics take more time to develop.”

CIOs and COOs: A Talent-Sharing Opportunity

“A lot of what’s driving the supply chain talent problem is the need to implement new technologies, and that’s an issue for both the COO and the CIO,” says Marchese.

But to be successful in the future, IT and supply chain must be closely aligned. “You have to create an operating model in which the supply chain can make it clear what its requirements are and IT can show the supply chain the art of the possible,” says Dollar. “To do that successfully, you need a mix of strong supply chain talent combined with advanced technical skills.”

Build Internal Skills Augmented by External Expertise

Advanced supply chain management concepts must be matched by advances in talent management capabilities. The survey also found recruiting new talent is seen as a greater challenge than retaining existing talent, especially at higher levels, suggesting that building skills internally is becoming increasingly important.

The largest difference between the expectations of supply chain leaders and followers is something of a concession to reality. Leaders are more likely to believe their supply chain organizations will make increased use of specialized external expertise and staffing over the next five years. Supply chain talent may flourish best when it lives outside the walls of organizations supporting personnel inside companies where supply chain excellence is “the business of the business.”



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5 Tips to Prioritizing When a Project Runs Into Trouble

Changes AheadEven the most carefully planned project can run into trouble. Unanticipated weather problems can disrupt the logistics of construction projects, a key software developer quits to take new jobs or an engineer underestimates the time needed to implement components of a production line. Whatever the issue, the challenge of finding a solution falls to the project manager (PM).

It’s a high-pressure situation. The sequence of tasks laid out in the project plan suddenly has holes in it. In essence, the rules of the game have changed though its original objectives remain. Now, the PM must sync up the effort’s priorities with an unanticipated reality. This can mean revisiting the original plan — or at least portions of it — with an eye toward redeploying resources and revamping task lists. All the while, the client expects you to meet the project’s original scope, schedule and budget.

Such situations can’t be addressed on the fly. Developing a plan of attack requires care and detailed communications with everyone involved in the effort.

Determine the Most Important Component. Is the most important driver scope, schedule, available resources or cost? If nothing else, taking a fresh look at this will confirm whether the assumptions you made in your original plan still hold. That’s important as you sketch out an approach to surmounting the new challenges you face. For example, if delivery date is the overriding concern, you may need to adjust the project’s scope or add resources. If budget’s the priority, trimming scope may be your best option. Whatever the situation, the project’s overarching goals are obvious and critical considerations.

Develop a Matrix. Create a grid for the project’s key features and determine whether each is required, important or nice to have. (More articles on creating matrixes here. *See end of this article for sample matrix.) This will help you do two things: First, get a sense of what’s realistic in terms of time, cost and scope given the challenges you have and, perhaps more important, give you a starting point for discussions with your stakeholders and team.

Consult the Project Team. It’s essential to view that matrix as a working document. While you’re compiling it, talk to the project team to get its take on what’s required to complete each feature given the new circumstances. Their input will help you present an accurate picture to stakeholders of the project’s true status and their options going forward.

Talk to the Stakeholders. With a clear picture of the project’s technical needs, you’ll be able to provide stakeholders with an accurate view of the scenarios available to them. For instance, if the launch date is critical, you can show exactly how additional resources can maintain scope while meeting the original schedule. Again, though, make it clear that you’re gathering information and presenting options. As you did when creating the original project plan, your goal is to develop a consensus around your solutions.

Document Everything. Clear communication is always a vital part of project management, but it’s especially important when things are in flux. Be sure everyone involved understands the concerns of others and has their own interests addressed. Once you’ve settled on a course of action, get necessary approvals promptly on paper or by email.

When unforeseen events disrupt your plan, it’s important to take a step back. Evaluate the circumstances carefully and work with the project team and stakeholders to set the priorities necessary to keeping the project on-track.

Merit Career Development can help you develop the skills to respond to real world project management challenges. In fact, many mentioned in the first paragraph of this article are likely to take place in our simulation tool, SimulTrain®. This tool creates an engaging training experience using state-of-the-art computer-based technology. Our PM training programs include key project management topics like risk management, scheduling, managing scope and cost, and leadership skills including negotiation, improved decision-making, and conflict management. For more information, please contact Jim Wynne at jwynne@meritcd.com.

Sample Matrix to Help Prioritize PM Elements

Matrix Prioritizing
A sample matrix for a Chemical Tracking System from Software Development, September 1999. Source: http://www.processimpact.com/articles/prioritizing.html