In Training Archive

Change Happens

kris-whippleby Kris Whipple

“Change is the law of life and those who look only to the past or present are certain to miss the future.” —John F. Kennedy

“If you want to make enemies, try to change something.” — Woodrow Wilson

What best describes your feelings about change? Terrifying? Exciting? Necessary? Whatever your approach, one thing is certain: change is an inevitable part of life. To complicate matters, as trainers (and therefore leaders and role models) we not only have to handle change in our own lives, but we are often called upon to communicate or initiate change within our organization. But how do you inspire others to change when you’re dreading it yourself? Your first step is to see change in a different light. A change of attitude, along with the following tips, can help you and your team successfully navigate the change process.

When you see the signs of change, adapt quickly: Charles Darwin said, “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” Though he may have been speaking of finches and tortoises, the same is true of humans. If you do not adapt to changes within your organization, you or your team might become extinct! Complacency and a low sense of urgency are two of the biggest barriers to change. Once you see that signs of change are in the air, develop a plan and move forward with conviction and confidence.

Create your action plan: Change represents the unknown. The fear associated with this can cause us to focus our energy on negative thoughts, worry, gossip, and feelings of helplessness. While this is understandable, these actions destroy focus and motivation and do nothing to resolve the situation. Instead, channel that energy into positive actions that provide results. Throw away your doubts and insecurities and ask yourself the following questions: What is the worst-case scenario? What will I do if it happens? What would I do if I wasn’t afraid? Planning for a variety of possible scenarios will help conquer your insecurities and help you regain control. At the same time, don’t forget to stay focused on your current responsibilities. Remaining productive and positive will make you feel more optimistic about your current situation and serve as a model for others.

Create a positive vision of the future: Creating a compelling vision of your future will inspire you to break free from the status quo and take action. Imagine yourself enjoying a better future in great detail. The sooner you take action towards this new vision, the quicker it will become reality.

And what to do when change affects not only you but those on your team? A leader’s role is not only to communicate changes but to inspire a shared vision and commitment.

Typically, the further down the organizational chain people are, the less empowered they feel and the more afraid of change they may be. Whatever their role, they will have one question on their minds, “What does this mean to me?” Communicate honestly and often. Without accurate information people are likely to “fill in the blanks” with whatever information seems most likely and then disseminate it as fact. Listen to your team’s concerns and opinions and allow them to get involved in the process. It takes time for people to process change. The first time they hear about it, they may be listening through filters of fear, doubt, worry, and confusion. So repeat the message again and again. Even if you have no additional information, check in with your team and stay connected. Continuing to reward and recognize staff for positive performance and providing meaningful short-term wins will provide motivation and a greater chance of success.

Change is much easier and fun when we let go of our fears. Keep your sense of humor, challenge yourself to see the opportunities that lie within every change, and focus on positive action and outcomes. When you change your perspective, you change your attitude. When you change your attitude, you often change your results. It’s all up to you.

Kris Whipple, CIG, CIT, CIP, is an interpretive consultant/trainer in Naples, Florida. She can be contacted at kris.w@earthlink.net.

Feedback: Embracing the Good, the Bad, and the Ugly

by Kris Whipple

kris-whippleLike many of you, I have a love-hate relationship with feedback. What author and business expert Ken Blanchard describes as the “breakfast of champions,” I consider more like eating vegetables—important, but not necessarily enjoyable. Lack of training, lack of time, fear of confrontation, fear of failure, and painful memories of being at the receiving end of bungled performance reviews are just some of the issues that many of us suffer from “feedback aversion.” The result is reduced staff performance that ultimately impacts your visitor’s experience. If this sounds familiar, the good news is you’re not alone. A study conducted by the University of Missouri found that out of a variety of skills, managers were rated lowest in their ability to give employees useful feedback regarding job performance. Yet properly prepared and delivered, feedback can be a positive, confidence-building experience and one of your best training tools. In fact, whatever your role, the ability to effectively give and receive feedback is one of the most important skills you can learn.

The best feedback includes careful preparation (observation and information gathering), thoughtful dialogue, specific instruction, and positive reinforcement. When delivering feedback, just remember the acronym FAST:

Frequent: As a kid it’s likely your parents provided you with a constant flow of feedback whether you wanted to hear it or not. They didn’t wait for an annual performance review or special occasion. In the workplace, limiting feedback to annual reviews is like attempting to lose weight by dieting only one day a year—both are doomed to fail. Outstanding performers become frustrated by the lack of recognition, while weak performers will interpret your silence as approval. Unfortunately, many leaders still treat feedback as a once-a-year event, rather than an ongoing process. Consider incorporating feedback into meetings, e-mails, notes, and voice mails. Ideally, time should be should set aside each day just for giving and receiving feedback. While this may seem like a huge investment of time, it will pay back handsomely in increased morale, motivation, and productivity.

Accurate: Nothing is more demoralizing than receiving feedback based on inaccurate information. Always base your feedback on expectations that have been agreed upon and communicated up front, rather than personal opinion. Before delivering feedback, do your homework. Observe, organize your thoughts, and be sure your assessment is based on fact, not hearsay. Avoid exaggeration (if the person has done something twice, don’t say, “You’ve done this at least four or five times.”) and always focus on the behavior, not the person. Wing it and you run the risk of losing your staff’s respect and trust. Remember that as you’re assessing your staff, they’re assessing your judgment, professionalism, and integrity.

Specific: Your staff can only improve if they know specifically what they did right or wrong. If it’s the latter, they also need to know specifically what the “new and improved” behavior looks like. Describe what you observed and heard, explain how their behavior (either good or bad) impacts the organization, and support it with specific examples and relevant facts. Avoid vague descriptions like “unprofessional” or “lacks focus.”

Timely: When it comes to training, timing is everything! It’s a well-known fact that a behavior rewarded is likely to be repeated. Reward and recognize desirable behaviors quickly and often. On the other hand, if you’re sharing feedback around an emotionally charged event, it may make sense to wait a day or two (but never more than a week). If the feedback is especially important or serious, schedule an appropriate time and place even if it means a delay. Never deliver important or negative feedback in the hallway or in front of others.

Above all, remember that the key to delivering effective feedback is intent. If your intentions are positive and sincere, and if you clearly have your recipient’s best interests in mind, your feedback sessions will be much more successful. However, if your purpose is to “fix” or blame someone, or your feedback is delivered out of frustration, anger, or revenge, it’s just as likely you won’t succeed. Writer, scientist, and philosopher Johann Wolfgang von Goethe said, “Treat people as if they were what they ought to be, and you help them become what they are capable of being.” Demonstrate your belief in their capabilities and make sure you communicate your positive intent in words, tone, and body language. Treat them as if they will succeed and most often they will. However, expect the worse and you have a very good chance of getting it!

And if you’re the one receiving feedback? Again, the key is intent. If you truly want to improve, assume the other person’s intent is sincere and take the feedback as a useful gift (even if it doesn’t feel like it at the time!). On the other hand, if you determine that the intent isn’t clear or at worse, is counter-productive, choose an appropriate time and speak openly about the dynamic that you felt during the conversation. Calmly explain your concerns, request clarity, and actively listen to their response.

The next time you give or receive feedback, consider its intent. Keep this in mind and you’ll be sure to find success no matter which side of the feedback conversation you happen to be on.

Kris Whipple, CIG, CIT, CIP, is an interpretive consultant/trainer in Naples, Florida.

The Power of Constructive Criticism: A Message To The New Interpreter In The 21st Century

by Vuyolwethu Hlabano-Moyo

The author makes a presentation to a grade-school class.

The author makes a presentation to a grade-school class.

My first experience with interpretation was at the YMCA Camp Cosby in Alpine, Alabama, in the fall of 2005. This was also my first visit to the United States. I had just completed my studies in environmental science back in my native country of Zimbabwe, and I joined the YMCA Camp Cosby outdoor environmental program as a naturalist instructor. This facility offers residential outdoor environmental education programs designed for K – 12 students. The camp serves schools from the state of Alabama and beyond to neighboring states Tennessee and Georgia. The outdoor environmental education programs are designed in such a way that schools spend three days and two nights at camp. Curriculum revolves around forest ecology, water ecology, animal ecology, and geology. An optional history program of the Underground Railroad is also available. In addition, there is another program called Pioneers Days based on the way of living during the pioneer times.

As a recent graduate I considered myself to be “well equipped” with all the information necessary to be a good naturalist instructor. For sure, I was equipped with the information, but I soon found out that doesn’t necessarily make a good instructor. After the school trips, the sponsors and teachers were required to write an evaluation of their experience at camp. Each evaluation targeted three key areas of the program—the curriculum, the facilities, and the instructor. The section of the evaluation that I was instinctively driven to look at and read through was the comments on me as an instructor. This is where I would spend a decent amount of time reading and reflecting on the feedback comments. It was a time for me to put myself in the shoes of my audience and see myself as an instructor, but from their point of view. Of course, it was not always encouraging to read some of the comments. Since I was new in the program and my interpretation skills were weak, initial feedback from the evaluations were testimonies to that. Most feedback comments stated that I was not as great with my program delivery. While some of the evaluations about my presentations were quite negative and discouraging, I was determined to continue working on improving my instructional skills.

Now that I am familiar with some articles by Freeman Tilden, I have come to value his principles of effective interpretation. His second principle states, “Information, as such, is not Interpretation…. However, all interpretation includes information.” Of course, improvements on my delivery did not happen as quickly as I would have liked. I learned on-the-job to adjust and improve my interpretation skills. I made changes to make my interpretive presentations relevant for the fifth-grade schools that the camp serves. I became more creative by incorporating applicable activities in my presentations to explain scientific concepts and make them understandable for the fifth- grade students. I also made adjustments to establish a connection with my audience, students, teachers, and sponsors, interacting with them to make myself approachable and accessible to ask questions. In my case these adjustments paid off. During the following year, in the spring of 2006, I had remarkable and positive feedback from the teachers and sponsors. By working on my interpretive skills, through positive action in addressing my evaluation feedback, I became a better naturalist instructor. At the end of the spring season of 2006, I was awarded the prestigious Bill Watts Outstanding Naturalist of the Year award.

Open your mind and consider evaluation feedback as a mirror image of your skill as an interpreter.

Open your mind and consider evaluation feedback as a mirror image of your skill as an interpreter.

In essence, what I have learned is that evaluations are an imperative for any interpreter poised for growth and improvement. As I worked at this facility through the following seasons, I became a sure-footed instructor. This was mostly attributed to using the evaluations as a roadmap to improve my performance in interpretation as a naturalist instructor. Evaluations of your interpretive presentations are of no use if you do not take action to consider the contents of the evaluation reports. From my personal experience in YMCA Camp Cosby’s environmental education program, I believe taking positive action on evaluations has to be intentional. The efforts taken to consider evaluations of your presentations have to be deliberate and be a priority in your interpretation career. Below are four points that I feel benefit the interpreter, if evaluation reports from your audience are taken seriously.

Evaluations improve the content of your interpretive presentation. Sometimes we wonder why our interpretive presentations remain static and become boring to the interpreter and eventually to the audience. Improvement can be attained by using your resources more effectively. It could entail diversifying the activities in your interpretive presentation, leading to improved quality and reduced monotony of your presentation. The audiences that you serve are the key stakeholders that want to see the program grow. They are an integral part of your interpretive program. Their thoughts and ideas about your interpretive program can only be tapped through evaluations, after they have gone through your program. This is a free pool of brilliant ideas for improving your interpretive presentation that lies unused, if you do not consider the contents of their evaluation feedback.

Evaluations enhance the interpreter’s performance and offer new challenges for continued growth. Through my experience as an environmental education instructor, I managed to grow from the constructive criticism feedback that I received from the audience that was part of the interpretive programs I presented. As an interpreter, an evaluation is more of an independent view of your performance. Of course the views may be biased and sometimes depressing to ponder. I am sure some of you reading this article recall the time you thought you had given all the best during an interpretive program, only to realize from the evaluation feedback that your presentation was substandard. Yes, for sure, that will come up, but the best approach is to objectively examine the evaluations to build on your strengths and work on your weaknesses.

Evaluations set high standards for the programs you are working with. A great interpretive site is known for its outstanding programs and its highly motivated interpreters. Your audience is your marketing tool for future customers. Use evaluations to act on improving your standards of your interpretive skill and that will also raise the standards for the interpretive program. It would be a great idea to recommend to your administrator to design in-house training programs geared towards improving skills and competence of the staff of interpreters. This will give you the competitive edge that sets your program apart from the rest.

Evaluations are a yardstick to maintain consistency in your career as an interpreter. Even if you are new in the field of interpretation, there will be a time when your program delivery skills will be polished. Of course, the question is, “What next?” A review of evaluations from interpretive programs that you present will be a good way of checking on your performance as an interpreter. At the end of each of your interpretive programs, you will always have a point of reference through evaluations, to maintain positive consistency. Ever wonder what would happen to your interpretive skills if you did not receive feedback and build on it? Your interpretive skill would go into a condition I would define as interpretive necrosis, the gradual “death” of your skill.

Currently, I am an outdoor education graduate student at Southern Adventist University in Chattanooga, Tennessee. Having been motivated by the positive outcome of reviewing evaluations in my interpretation career, I suggested and introduced an evaluation tool for staff working in our department’s outdoor adventure programs and environmental education programs that are offered to students on campus, area schools, and the general public. At the departmental level, we have been using these evaluations to improve our programs to better meet the needs of our audiences. In my career as an interpreter, I am always thrilled to be part of the environmental education interpretive programs that add sense and meaning to what students learn in the classroom.

For More Information
Tilden F. (1957) Interpreting Our Heritage. Chapel Hill, NC. University of North Carolina Press.

Graham J. (1997). Outdoor Leadership: Technique, Common Sense, and Self-Confidence. Seattle, WA. The Mountaineers.

Vuyolwethu Hlabano-Moyo is a graduate assistant in the Outdoor Leadership Program at Southern Adventist University in Chattanooga, Tennessee. He is a naturalist and has worked in the field of environmental education for more than three years. He is a Certified Interpretive Guide and an NAI member. He can be reached at vuyohm2005@yahoo.co.uk.