You've heard a bit about me and what you really need to know is that I get to work with interesting leaders all over the world. And I've been fortunate to work with many globally and especially fortunate to have learned directly from Jennifer and Alison and their team. So today we'll spend most of our time hearing from Jennifer and Alison so you too can learn directly from them and learn about the monumental capability building journey they've had and they've led that's been essential to future proofing Baker Tilly. Before that, we'll quickly summarize why accelerating business impact matters now more than ever and we'll be welcoming your interactivity throughout. Please add questions as you have them, we'll address them at the end, but there will also be participation throughout. We're going to practice certain things, so don't get too comfortable. And of course, we'll deliver on the promise of the title of this session before we're done by sharing and getting some experience with three ways to convert learning into lasting results. Aspects of these approaches will be apparent to some of you, but we trust there will be enough new in here for everyone that you'll be glad that you stayed to the end. So please share those questions, they'll be monitored and we'll get to as many as we can at the end and address some afterwards if necessary. Now not to be a downer, but I am gonna start with some of the obvious of why this all matters right now so much. And it is the economic reality that most of us are facing right now, not just with some global markets softening, but the pendulum has swung and it affects many of us. Since the great resignation or reshuffle of twenty twenty one, when there was record breaking spending on things like acquiring, developing and retaining talent, Now budgets are becoming available for technology spend more than human spend. And the expectation for all of us is that we're going to do more but we're going to do more with less. And you all know better than I do that expectations of connecting, learning to impact will always be a growing expectation. And while leaders want fast results, it doesn't mean that long term expectations have shifted in any way. We are still on the hook for creating change that sticks after the shine of a learning intervention wears off. Lastly, and more optimistically, converting learning into lasting business impact and accelerating that pathway to demonstrable impact matters because this community we're all a part of, learning professionals that are change makers, we deserve to be celebrated, you deserve to be celebrated. We're changing lives and we're changing organizations, but many of us are celebrated right now. Although you may remember when you registered for this webinar, you answered a couple of questions, many of you and we noticed that many of you still don't have the attention or respect of leadership necessary to feel great about your accomplishments or for them to amplify the impact of your accomplishments. So this stuff matters to get some of that attention that we all deserve. And with that said, let's get a sense of where people see they are right now. If we could bring up a poll and would love everyone to just select a response here. How successful is your organization at converting learning to lasting impact? Are you often successful here, sometimes successful, rarely successful or in that place of still finding our way? And one more option here is we heard from many of you speaking to you in advance that some of us are good with technical skills, but not so good with creating lasting impact for the more complex stuff. I'd love to vote, but as a host and panelist, we're we're not able. I'm curious to see. I, you know, the anticipation here, I'm waiting. Yeah. I think that that that this is often where like, it's like a I wish you could put the what do I wish versus what do I do I get. Right? This is an assessment of the current versus the ambition. So, you know, encouraging to see some often successful here. Most of us look like we're in that sometimes successful. That's also encouraging the reality for many of us that we're good at the technical, maybe have room to grow with the complex stuff. We're gonna focus a little bit more on the complex stuff today. Jennifer, what reactions do you have to this? Yeah. I mean, it's I think from based on the questions we got back from everybody too, somewhere I would expect. And I think about it is this, is that we often feel like we just get to get in this motion of measuring learning by the check the box, smile sheet type of evaluation way. I think we all really want to get to that strategy, link it to that. And I think you'll find as we go through this, our story is probably not very different from much of you on this call today. Our, you know, we had this opportunity and we seized it to really link a big program to the strategy and be able to find those accelerated impacts to the business. Before we tell you about that story, let me just tell you who Baker Tilly is. So, Think about this. Baker Tilly is not a bakery, right? So sometimes people my mom, she thinks that, bless her heart. But we have to remind her that we are a top ten advisory firm that offers services and tax audit and consulting. And we have had, over the last three years, nineteen combinations. You might know them as mergers and acquisitions in your organizations. And this has included adding seven hundred additional team members in the last three years to put us at a little over six thousand five hundred team members with who have had some phenomenal growth revenue wise as well. And we have these really great clients who have complex problems that are evolving at the speed of light, probably much like the people in your organization, or if you have clients you serve, whichever it may be. And part of this playbook for us is really quite simple, that we feel like our purpose, what we've defined at Baker Tilly as an organization, is to unleash and amplify talent. And what that means in unleashing and amplifying talent is that we have what's the best that we have to offer to everybody? What's out there? And when we had this hyper growth, what this means is we've gotten more people, we have more expertise in our organization, more skills, more knowledge, We have bigger presence. And like I said, we're a global organization at this point now where we have large concentrations of people like, for example, maybe in Illinois and Wisconsin. All of sudden, they have team members sitting in Texas, California, the UK, Australia. And again, more solutions, more clients. And it means we have more, more, and more. But more gets us what, Alison? Well, so in many large organizations, it's difficult to keep track of the range of tools and processes and services and solutions and products, right? We just have more and more and more to keep track of. So with all this growth comes growing pains and we're not alone in this challenge, we recognize that. But that it can be a challenge to keep team members informed on the range of tools, processes, products, services that a company offers. Yeah, so again, we'd love to hear from you all just the resonance, maybe we're growing in different ways or new comes in different ways, but what's the challenge level for you all? Where might you be on this spectrum? You consider keeping track of it might be new processes, I'm Canadian, we say processes, tools or client solutions in your organization. Is it not so much a problem right now? Maybe manageable, always precarious. For some of us, we might be suffocating under the crush of newness. And for some of us, we just might not know what we don't know. Alison, Jennifer, like if you had the plot before the big event where you think you are or were as baker Chili, where would you have put yourselves, you think? Oh, I'd say we were probably drowning. I mean, but but at least had the recognition. Okay. Oh, maybe a little sassy. No problemo. It doesn't get a lot of love here. But not too many in the I have no idea, like a quarter of us and I have no idea that's actually promising. In a moment, I'll turn it back over to you, Alison. And we've all found ourselves in this position as we can see. So please, if you could share, what did Baker Tilly do with this huge influx of newness to manage? Yeah, so as we were going through this growth spurt, what we were realizing was that our organization was quickly becoming siloed by service, by legacy teams, and even geographically. Our team members were really good at what they do in their respective areas of expertise, but they didn't have a good grasp on the breadth and depth of our service offerings and how they might be bundled to add more value for our clients. And then in some cases, found that teams got a little territorial on who owned the client. So when there was that cross function collaboration, there was some ownership debates. And then to further exacerbate things, a lot of training was decentralized and learning wasn't always brought to the table. So with so many combinations, the point of combinations is to create value through synergies. We needed to bring together our team members from different service lines, different industries and geographies, excuse me, and provide a new unifying lens through which to see the world. So, we had previously defined the mindset and behaviors necessary to create these synergies, and we called these our Value Architect Behaviors. Defining our value architect behaviors allowed us to set expectations, establish a framework for goal development, and propel professional growth. Belief in this mindset was evident. We had a lot of buy in to the mindset, but living it was low. So you all get it. We've all been there. Important people define some mindset, values or principles, and people get excited, but you don't see the change. So there was a belief in the VA behaviors but we found that they were just remaining words on a page and we needed to activate them. Let's use that as the checking point again to connect to our realities and what we've seen in our careers. If you even consider your careers, let's see where we exist probably on a spectrum more than a yes or no here. So have you been in that situation where important people have defined some new essential behaviors, values, principles, maybe even strategy just to find that these new edicts kind of go nowhere. And so, yeah, how frequent has this been in your experience? Belief in something new, like you said, Alison, there was belief in the value architect behaviors. That's not the challenge, converting that belief into meaningful value, new actions for people. And just I can share, worked many of the organizations we've had the opportunity to work with. This is often that kind of starting point. Brianna, I hope we haven't put you in a compromising situation. Great, so on the high end here, you know, three for the somewhat jokey answer is troublingly high. People out there are with those folks. Sorry if that is the case. Alison, we see that again, this aspect of your journey is it's pretty consistent for most of us, constantly even for many of us. So if you'd be so kind to continue to share some of the steps that you would have taken to turn these words into action. Yeah, so it actually started with two of our senior leaders, who are both new to their roles and had the same excitement. They got together and had some conversations and realized some synergies that they were having. And they were like, oh my gosh, wouldn't it be great if we could bring everybody together? And so they decided to bring our firm's managers and above together to actuate these behaviors. And then that's when they engaged learning because they knew our ability to connect the dots across the organization would be critical to creating the synergy. And we were there conceptually, but now is the time to make it tangible. To enhance and accelerate the practice of these behaviors, we invested in this major event, which we call the Value Architect Summit. So here we are with a three thousand person program. We had to step back and say, well, what are we trying to get out of this program? How is this program going to be impactful? How are we going to get value for our money? How will we know we were successful? So with all of those questions, we came up with these learning objectives. We built the program around think bigger beyond transactional to become a trusted advisor, AKA the value architect. Encourage curiosity and bring big bold ideas to the firm to transform the firm and its clients. See the correlation between knowing an industry and being able to see it from a holistic point of view to better serve clients and to work borderless across the firm and to build relationships across industries, geographies, service lines and levels. So, Jennifer, why don't you take us through how we engaged Experience Point who Yeah. And I think one thing I want to point back out from these learning objectives, one thing I noticed with the feedback when people registered that they gave was like, you know, people not knowing what they wanted to get out of learning or what they wanted in the end. And I will say that even if you looked at those learning objectives, like this was no easy task for Alison and I to get. We were excited to get a seat at the table. And when you sit down with these two leaders, that they have these big ideas and they're not sure how to translate them into, like, what is it they want to have happen exactly? And we kept trying to get to, like, asking them every time, like, so when this is all over, said and done, when people walk away, what would make you say that was a good use of our time, our money, our effort, and the change that you want to see? And those things kept leading to people acting different, behaving different, and embracing these behaviors that we've talked about that we call the value architect. So when we sat down and started looking at this, this myth, this is some kind of component that needed to be very experiential, bringing people together, have it very tangible. And this is when we reached out to Experience Point, think about how can we thread something throughout the entire program to really create this full experience. And like any good program, you know, we kicked off on day one, there was like an overview and a rah rah session and there's some, you know, getting people level set up for the day to set it all up with the value architect again, reminding them why we're here and all of that. It's really when we get into day two that we start to pull the thread and say, Hey, we want you to think differently, and we're going to bring in a futurist. And we tell you, like tax and audit people are like, Oh, futurist, you know? And so, like, these conversations they had, like, with the futurist, with the leaders, and challenging them to come together outside of their silos, even within their own teams, start thinking about what's possible that may never have been possible before today, like looking at the world today, what could even be more so happening in the future. And they didn't even know they were starting to think about and talk about it from a human design centric perspective in their teams and purposefully, were even with teams they may have known, but we tried to mix them up even more to get to know people that had come into the organization, as we mentioned, all these combinations. And then we really stuck them into the full like, the like, learning learning in that afternoon. Like, when I say, like, that structured classroom session that Experience Point did on the human centric design. Now they get these new tools and principles, and they hear then like from some client at the end of day two about like these clients about what are real problems that are happening today and opportunities for us. This thread's pulling through, right? Their brains are like, Woah, I got all this information in my head. And then day three, they're coming back and we call this industry day. And they're not really sure even like what's happening with industry day because we kept asking people, What industry do you normally work in? We need to identify and put people in these places. And it was the opportunity now, we had something very common for them now. I'm not just thinking about where I sit by what kind of work I do or by geography or I'm thinking, I'm sitting, taking an opportunity to meet with all these people that have another commonality that work with me by how they approach work in a certain industry. And this became the unifying lens to lead with industry. So I'm gonna turn back over to Alison because this is really her wheelhouse. Alison, you're on mute. You know, it never fails no matter how much you practice it. So yes, our approach of leading with industry enabled us and the business to really maximize this synergy. So by approaching our clients by industry allows us to cross service lines and geography, and then it adds value to the clients because we become a trusted advisor that knows and understands their business, their industry trends, and the unique challenges industry is faced with. We led with why lead with industry, what those industries were, what's in it for them as professionals, and then how to do it. So in addition to a new industry learning program that we were rolling out at the time, we spent the afternoon teaching them how to dive deep into real client problems. So after watching a video of an actual client telling us about the problems they face in their business, Experience Point helped us break those problems down and apply the human centered design concepts we learned the day before. So we presented the concepts the day before, and then we applied the concepts on day three. And this is where the real magic happens. So Andrew, this is Yeah, I'll make an effort to share that magic. I will now also do something I've been explicitly asked not to do. Alison is bashful and didn't want to acknowledge that that's her on stage with the other executives. I think it's worth noting because this is emblematic of the reverence that Jennifer and Alison and their team have achieved at Baker Chili. They're at the table with executives and that's a result of the way that they approach their work and kind of what we're hearing now and we'll break that down shortly. But let's come back to what I have been asked to share and that is about the experience people had. So again, we had some practice with this experience on that day two and then in day three, they put it to work solving for real customer issues. Those clients, sorry, that had been recorded in advance. You'll notice here we have the three big pillars. These are all under client outcomes. So this is what Baker Chili's anointed value architects wish to deliver superior client outcomes. And these are the three pillars for delivering those outcomes. We'll go a little deeper in each, but a quick introduction, client focus. First of all, getting to know you, the client more deeply. And number two, collaboration, getting to know each other internally and how to work best with each other, understand what value we can add to that client. And third is communication. So sharing the value of our services and solutions with each other, but especially how to share that with the client to help them again achieve the best outcomes they can. You can imagine Experience Point had a dream opportunity here where accelerating impact in this case would be possible by providing people, those value architects with the right tools and the right format to use those tools with the right network. And we were just so fortunate that that network was all there and intact. We also know, you also know for behavior to change enduringly and for impact to truly last per the title of this webinar, we had to establish habits, not just get people to do the good work in real time, but set it up so they would do that kind of work enduringly. And to activate these skills and convert them to habits, we needed to provide people with the tools they could practice in their daily work. And why tools? Well, we subscribed to the Buckminster Fuller quote. A lot of our clients talk about, we really need a mindset shift in the organization and that's a great ambition, but to achieve a mindset shift, we need to start in a slightly different place. If you want to teach people a new way of thinking, don't bother trying to teach them, instead give them a tool, the use of which will lead to new ways of thinking. And for people to buy into those tools, they need to be immediately valuable. So again, creating value in real time in the summit. Let's have a look at some of these tools we gave people practice with and the habits that they enable quickly. So first of all, for client focus, I'll share each of these. I'd love to see in chat, we haven't heard from you all in a while. Does anyone know what HMW means in this context of being more client focused? Anyone can solve for that? HMW, what does that stand for? There be awarded some bonus points that I'm happy to make up. Human work, great. Alicia, I love the human centricity. This does come from the school of design. Anyone else? That's all right, Tania, we're all here to learn. Jane, there we go. It's the how might we. So how might we is one of the many tools, Brian, you would have gotten the right answer. How might we is one of the many tools that we borrow from design thinking that helps us to put the client at the center of all that we do. So with a great, how might we formula that people practice with it, and it's a simple, let's call it a formula or protocol. It enables us to put the user or client, the person that we're serving or user group that we're serving at the center of everything that we do and makes explicit the benefit to that user group. So that becomes our North Star for anything that we're working on and makes again explicit that user need and who we're serving. Next, we look at how to ask great questions to understand that client more deeply. And here we borrow the story evoking protocol also from the school of design so that we can understand true user behaviors and needs that they have that would be those latent needs that they don't even know that they have. And insights. So how to convert user data, all of this stuff that we're learning into meaningful actionable insights. From there, we look at that collaboration piece. And for collaboration, we again string together something that Alison, Jennifer, her team helps us understand is meaningful to the folks, the value architects that we'd be working with, beginning with stakeholder engagement, who are the right people to engage? What's the right way to engage those people? An approach to involving people in Thank you, Maureen. I noticed your question. Can we get a copy of this? The answer is absolutely yes. And if you want to know more about any of these things, we'll share our LinkedIn profiles, emails at the end and any of us would be happy to dive deeper into any of these concepts. So the introducing new ideas here, the principle is how to engage people in your idea in a collaboration, a collaborative approach so that everyone feels like producers and not just consumers of a one-sided idea. And then delivering feedback. So for value architects to be great collaborators, we need to be prepared to invite in feedback appropriately and also share feedback in such a way that creates the sort of climate where people will be able to collaborate better immediately, but also again, enduringly, sustainably. It creates an environment where people know how to engage. Lastly, when we look at communicating our value, we really focused in on an approach to storytelling, that particular approach being the contrast pendulum. Instead of inundating people with what's new and what we're excited about, help those people to understand what is currently insufficient or what the potential unsatisfactory consequences of staying the current course would be before we introduce something new, through the power of stories. I'm gonna turn it back over to you at this time, Jennifer, if you can kindly share what exposure to these tools did for your people and for your clients immediately and what's set up for the long term? Yeah, thank you, Andrew, for that. I think you saw all those components around kind of what I call the four Cs, not to get confused with diamond, but it's really more, you know, although we we might have had some diamonds in the rough we were working with here, but it's really, again, we as a learning professional team, like Alison, I really learned with working with Experience Point, like, we need to use these things too in designing our whole program. So it was like, what is our client's focus? What is the collaboration we have within that communication and focusing on what outcomes we wanted? And that helped again us narrow in with our stakeholders as we did do sessions with our stakeholders of asking them questions of like, you know, what more of this or less of that? What would this look like or this look like that? And I think that design process started with them early on. So it really started to help build their buy in and comfort level with where we were going this program and investing so much in it. And as I mentioned, we started with these sessions in the very beginning around thinking about how do you come up with all these ideas. So we gave them a blank slate before they even knew what they were the human centric design was and some of these tools. And there were over five hundred ideas generated. Some of these ideas, comb through them, we collaborate to put them together in buckets, and they've been sent to what we call internally an innovation lab to help kind of figure out what can we foster and putting into play for the business. And I know some of those things are at work today. And as Alison mentioned, we used a real case study, right? So those real case studies, well, actually not just case studies, it was a real client situation. We didn't even have an outcome yet for it, right? So we were trying to solve for that. And from that, because we sold work, like that was the biggest accelerated impact you could imagine is that we came out of this selling solutions to our clients because something you'll hear Andrew talk a little bit more about later, but like this, you know, versus doing training that's just in case and just in time. We were really living kind of training in the moment for that right time so we could turn around and provide opportunities to clients and we sold them. So that was a very exciting impact for us. And then we had people building those networks. They were connecting the dots and light bulbs going off. They started to see the world around them as I'm not just sitting in tax or I'm not just sitting in consulting or in audit, and I don't just live in Illinois or in London. How do I work together in a bigger standpoint? So it really got back to our purpose to unleash and amplify talent. That's really about our mission at Bigger Chile too. That mission then comes to life because we can then enhance and protect our clients' value. So now you might be saying to yourself, That's really great, Jennifer. What happened after the summit and how do we sustain some kind of learning momentum like that? Well, that's a really great question if that's what you're thinking. Because I might have forgotten to tell you that we did this right before the holiday break in December. So yeah, we brought together all these people's effort, time to bring them together, to train them, and they're going to go away, have holiday and happy new year and come back and go back to work. So yeah, so this was a challenge, right? We knew at that time we'd have an opportunity that we needed to work with our communications team and create a drip campaign to keep the learning alive. And really going back to what Andrew said to you, like these tools. We had these tools and templates that we had utilized in both the session on human centric design as well as in the industry session. So now we are rolling those back out, giving them examples on how to use them with the team members who were not at the summit. How do we put bite sized pieces of that learning to remind them? How do they share all this? And even on top of that, how do they start learning more about industry? So we had a new program that Alison rolled out with our team. They called it Level Up. And it's like, how do they get start understanding industries better? So we all get into that design of thinking through that industry lens. And we started embedding language into learning programs and the way we talk. So things that we would start to say like the how might we. One of my favorites is like we talk about, I like, I wish, I wonder. And this, this is all great. And I think this is what propelled us into this next impact. And I think bring it to life is what Andrew is going to do right now so you could see how that might work for you. Yeah, everyone, if you could warm up your fingers, you're going to be very busy and chat for a moment. Jennifer, I love to hear you reference the how might we, that HMW we talked about before, as well as the I like, I wish, I wonder feedback protocol. That's what habits look like, changing things like language people use that lead to different outcomes. So that's rewarding. Now everyone let's practice with one of the things that we've heard our colleagues at Baker Tilly do. So they just shared an incredibly inspiring story, produced like real time value and set up to again, kind of future proof the organization. And it wasn't just miracles, there was some very repeatable stuff that we can learn from and maybe even codify and bring to bear immediately. Thanks Alison. How might we as a daily thing, that's a good frequency. So everyone let's get started with, as Jennifer and Alison were sharing, they sat down with executives and some of the, a lot of the work that they did was understanding what they would like to see more of and less of. So let's all assume that we want our organizations to be more client centric, whoever that client patient community member, etcetera is that we serve, we want to be more client centric. I'm going to ask you to think about behaviors at the individual levels, what we would expect to see from people if we were a more client centric organization, if your organization was more client centric. So an example might be, if we want to be more client centric, more questions asked during client interactions. Brianna, thank you. Inclusivity, awesome. Maureen, better communication. Let's keep it going. This is what this work looks like. Lauren, empathy. Kristen, curiosity. And you can even imagine we would probably start to break down empathy and curiosity into what are some of those measurable behaviors that signify we're doing those things well. Cassandra, there's a very like tangible example, say hello and good morning to people. Lisa, listening. Oh, to clients and stakeholders if we want people to be more, that is definitely one of the behaviors we wanna see more of. Listen more, talk less, Angie, please keep these coming. And I'd also ask you to consider what are some of the less of behaviors? So it's important that we consider what would we like to see happen new, the results of some of those new behaviors, new habits, but we're also breaking old habits. So what would we like to see less of? I see a great mix in here of some of those things like empowering others, Brianna and Cassandra, things like asking more questions, that sort of measurable stuff. Brianna, thank you. That is the antithesis to inclusivity that you mentioned earlier is exclusivity. We'd want to see less of that. What else would we like to see less of? Maureen, fewer assumptions, Angie, leading with your product or solution too soon, definitely for a value architect that's trying to understand a client need. That's a great example, definitely would have appeared on that list. Less solutions often before questions asked, Ellie, you've got it. Please keep these coming. What you're creating here, this is great, this is the work that needs to happen, probably many of us are doing it already. You've just created in chat here an inventory of more of or less of behaviors we would like to see in an organization trying to be more client centric. Whatever change you would like to see, whatever skill behavior you're trying to enable, even, you know, mindset shift you're trying to enable, this is a great place to start. We're actually gonna park these more or less of behaviors and I'll show you a little bit later on where they can fit in. We will come back to this, but now we're gonna look at those three ways to convert learning into lasting results. And these are great methods best done together and typically in this sequence, and we'll get a bit of practice in a moment, but here's a quick overview of these three. The first is create conditions and we'll get a bit more of a deeper dive in this one and the other two we'll cover. But for example, if you're asking people to make decisions based on client data instead of intuition, one necessary condition is access to client data, like one of you all mentioned. So conditions, not just skills. And then we want to catalyze skills and outcomes simultaneously in the way that Baker Tilly had done with this summit. There are some definitely extractable repeatable lessons here. Another example would be in the flow of work learning, often does this intrinsically, but we'll talk about merging both as again, our Baker Tilly colleagues did at the summit. And lastly, we want to get good at measuring not just outcomes, but also behaviors or not just behaviors, but also outcomes. For example, if you're expecting better outcomes as a result of people making decisions based on client data, then ideally you have some way of measuring how decisions are made and if there's any change in that behavior. All right. As many of you probably know and anyone read the James Clear book, Atomic Habits, you've probably heard the quote, you do not rise to the level of your goals, fall to the level of your systems. So here, when we were going to just expand, create a broader definition of systems to include other conditions that help people achieve their goals reflexively or by habit instead of by miracle or, you know, an individual's Herculean effort. And we'll define conditions as rhythms, systems and channels that enable skills. But let's have a look at why conditions matter so much and what happens with most organizations. So most organizations treat skills and conditions separately and probably index or over index that is on one or the other. This commonly looks like investing a lot in developing a new skill, like design thinking or any other capability set so that people are thrilled with what's possible. But there is this huge risk that these changed people reenter an unchanged organization where the conditions haven't been adapted. So they become frustrated. They see what's possible and they see that they can act differently, but the conditions don't support that ambition, that ambition, right? The condition for flow, love it. A common example, as mentioned, people have been trained to make decisions based upon user data, but a condition they lack is they have no access to user data. Or on the other axis here, conditions, it's common for organizations to over index here and radically adapt conditions and maybe even do things like restructure the organization into something like agile teams, but people don't know how to behave in agile ways, making the leaders who made this huge investment in a restructure disappointed with the kind of mis met expectations that they've set. This is all to say that there is a very narrow path to scaling new behaviors that reliably and sustainably lead to new outcomes, but it is possible, there is hope, it just requires that we attend to the skills and conditions iteratively and adapt things as we move. So Baker Tilly, the bottom left hand corner there, use the Value Architect Summit as a key intervention to start to introduce new skills and catalyze new behaviors in order to accelerate true business outcomes and have impact that last though, they also respected conditions. You saw things like a drip feed, like that would be a condition. Alison, what's an example of a condition that you adapted or created to support some new skills? Yeah, I think a direct outcome of the summit was an initiative we have now around creating industry communities within the firm. So this digital space brings people together to connect with others in the industry, to socialize ideas, questions so that they could collaborate more effectively. And, you know, so in this example, we're creating the condition to enable the outcomes. Yeah, great. A structure for people to collaborate. Like Barry, I see your note there. One condition that is often missing is that setting for consistent collaboration between people and management. Great one. So it's true that like that big condition you created there, Alison, that is a significant structure. Maybe not everyone has that kind of access. We might not be able to influence all the conditions in an organization. For example, many of us might not be able to influence how teams are structured or influence people's compensation, which can be powerful levers, but we'll show you how to get started no matter what our level of access or influence in a given scenario. So this should be immediately valuable to us. You get started by considering the conditions that people interact with right now. What are their current behaviors and habits? And then you consider which are possible to adapt in a helpful way where we do have influence. For example, rhythms. What are the meeting rhythms people have? We work with an organization for example, that was also trying to, they were trying to improve customer experience and they have daily huddles every morning in certain teams. So they just decided they would ask everyone to share one thing they learned about a client the previous day during every daily huddle, simple tweak to an existing rhythm or systems. How are people measured or how do they manage their work? One of the world's great video gaming companies uses a very typical project management software to guide their work. So they wanted to be more client focused or player focused also. They just decided to include a how might we feel, who's our user, what's the benefit to that user right there in their project management software. So it serves as a beacon or a North Star for the entire project it's there, it's prominent, it's a simple tweak, but now it's intrinsic to the system. And the last one there is channels. So that's how do people connect right now. An example, one big pharma company we work with decided just to drip feed doctor and patient feedback in the most prolific Slack channels that again, people are already engaged with, but now that condition, that channel in this case is being bolstered by what the relevant new behavior is. We're gonna get a bit of practice with how we audit rhythm systems and channels and how we can adapt those. So again, everyone please warm up those fingers and you're simply going to answer this question. Wherever you are in your organization, how do people in your organization share interesting articles or videos right now? What is the current state? Slack, Natalie. Send links in email, Lisa. Thank you. They don't. Oh, Kristen, that hurts me. There are a lot of Microsoft Teams. More we don'ts than I Okay. Emails, Teams channels. So things like Teams, like those are channels, Slack channels in meetings, those are rhythms. SharePoint might be a different, that might be in the system space. So great, keep that stuff coming. That question that you just answered, that is a very typical job to be done or use case that you can use to provoke some thinking around how do people engage right now, like Berry word-of-mouth or Alison, on those Slack channels for guilds. And then you can, in the same way that you can think about rhythm systems and channels to categorize all these thoughts, you can also think of these things to provoke. So a provocation, what about are the rhythms we're not thinking about? What about in one to one meetings? We know those happen, do people share information there? And so this is one of these jobs to be done. Here's a quick view of many more. There are seven that we commonly start with. I can share these afterwards. I realize it's kind of difficult to see right now. And if you do this work, start to just quickly, even if you invest twenty minutes, let's say understand how people engage right now. Not all fields will have meaningful data. Like sometimes systems are less relevant, sometimes channels are less relevant, but you'll see the way people will engage right now. What matters to them right now, what they value right now, what helps them to do the work they're already doing right now. And from here, you'd pick those rhythms, systems and channels that A, you have the ability to influence and B, will create impact if you do adapt them. That's as simple as that as this is. Understand how people work now and let's pick our battles. Which of the rhythm systems and channels do we want to influence? Great. Next, this is catalyzing skills and outcomes simultaneously. You kind of referenced this a little bit earlier, Jennifer, many organizations kind of delineate or have a bucket for just in case learning and another bucket for just in time learning. So just in case often looks like something like high potential leader programs where you're giving future leaders skills that they may need at one point in their career if they get asked to step up or if they encounter a certain scenario. Whereas just in time looks like bringing people together to solve like an acute problem. And as you heard with the Baker Chili case, they did both. They had people solve acute problems immediately to create immediate value and confidence in themselves and what we're training them in, but also develop the habits so that they can enduringly use those skills. So our just in case learning can be just in time as well. It does require a little more creativity from us. And one of the things we want to be conscious of is building skills means building habits, not just an introduction of new things we can do, but it probably means breaking some old habits, introducing new ones. Here's a kind of simplistic view of how we often do that. If what we're trying to do, the exemplar here is helping people to be more creative when they're coming up with the new solutions, for example. This comes from the work of Charles Duhigg and others. We wanna focus on helping people recognize the cues that inform their behavior and replace old routines with new routines. So do you have a behavior example, Lacey? Behavior examples like some of the ones that we mentioned earlier, We want to, very common one these days with organizations trying to be more client centric is the goal of replacing intuition or organizational knowledge with client data. So some of the behaviors that support that can be things like accessing clients, asking the right questions, sharing the data from those in the right way. Those would be several examples of behaviors there. And lastly, number three here is we want to not just catalyze skills and outcomes, but we want to be able to measure behaviors and outcomes. And I hope this will serve to answer your question a little bit more as well, Lacey. It starts with determining some of those more of and less of behaviors are what they are like we just did. And then you'd prioritize measuring those behaviors that you have the ability to measure already. Prioritize measuring those outcomes you have the ability to measure already. For example, if you would love to measure how much time people spend with customers as a key behavior, but would have to introduce a ton of new work just to get that metric in place, then it's just probably not the right starting place. But if you already have pulse surveys in place, for example, and as a part of those pulse surveys, you can ask people to log the number of customer meetings that they've had in the last week, that's probably a gentler starting place. So after a learning intervention, you begin by measuring changes in behavior immediately, then as new behaviors start to produce results, we wanna capture those data and share as well. And I'm gonna illustrate how this happens. Just note that this is one of those things that as much as possible as a learning professional, we wanna partner with your executives in doing this so that they're on board and appreciate, first of all, that there will be a lag between new behaviors and new outcomes, but also they'll recognize what good behaviors look like so they can support and celebrate those right behaviors. So this is gonna feel weird, I'm going to animate this slide backwards because you determine which behaviors you measure by starting with the outcomes you want to see, just like Baker Tilly did when they sat down with their executives, start with the outcomes then get to behaviors. Outcomes like project impact, value you will create or time or money that you'll save, other lagging indicators include things like changes in perception, employee engagement would be a big one or client feedback, things like net promoter scores. Then you determine the range of behaviors as we've done more or less of that will enable those outcomes and decide which behaviors they'll actually be able to measure. And of course, lastly, you determine your inputs or programmatic measures that will unlock those new behaviors. So you think about it from the endpoint and work back and then you move in the opposite direction as you start to measure what's happening. So what you're going to measure, you start with the end in mind and then you measure with flow of time. We will definitely get to that question, Lisa. Thank you. I just wanted to turn it over to Jennifer. If you could finally share, what were some of the things you were looking at measuring? So I think, Greg, you said very beginning, we went to those learning objectives and really identifying there. And what was important though, was to have that behavior change to be in certain conditions. And I think that's when you get into looking at any kind of evaluating of of a learning program and looking at Kirkpatrick's model or searches, like, what are those conditions that are in place? And that was conditions of working together in teams, sharing information, becoming across, like I said, and looking industry lens and putting them in in the what the behavior we want them to do is, like, start working across, like when they left that summit, keep building that relationship. And I think that there were some immediate wins. We got, I'll say a little bit lucky that we had such a quick accelerated impact with that ROI to come out of that. What that did though for us is it allows people to have seen that that impact already there, that they can continue to build on those skills experience that happened. So I think going back into that just in time and just in case were kind of married together. So it really allowed us to showcase that this type of a behavior will lead to desired outcomes of the organization in whole. Thank you. So just to summarize for all of us and we'll move into Q and A in just a moment, but thank you, Jennifer and Alison for sharing an excellent like illustration of how you were able to immediately create impact for the business and have that impact kind of set up to mean lasting sustainable results. So in considering their approach and best practice from other organizations, three big takeaways for all of us, we can incorporate into our work are create the conditions. That's the place I recommend starting. You can create immediate value there for any learning that you're involved in right now and catalyzing skills and outcomes simultaneously and measuring behaviors before outcomes. Let's do one final poll here. What about your organization? Where do you think you have the farthest to go as it relates to these keys? So focusing on conditions, not just skills, analyzing skills and conditions simultaneously measuring behaviors and outcomes. Is it not sure all would be valuable? Or is it all three? Thanks for responding in chat. Like all three, all three, all three. Some of us number three. Okay, thank you. Measuring behaviors and outcomes. You know, we've done another piece on this before, but yeah, that's starting with executives. What are the outcomes we want to see again? The more you can participate with them in the work backwards, so they know and can support you in getting to those lagging outcome matters a lot. With that, why don't we move into Q and A and I'll get us started. I don't know, Jennifer and Alison, if you had a chance to see from Lacey. Lacey's in healthcare compliance industry, There's a strong focus on changing behavior, trying to make a direct, so trying to make a direct connection, any reflections there? I had a thought here. Yes, Jennifer. I was gonna say, the one thought I have is, like, when I think about anything in in compliance and and such, because we certainly have that in our firm as well, although we don't have to worry about any life or death in it, so thank goodness. But they you know, again, I think it goes back to conditions. I think it's really spending some time in in that space to get down to what what that looks like. And, again, I think we get caught up on skills so often and behaviors that it it's those conditions that really will start to lend us to get to a better space to see true behavior change. Very often we see that in looking at the conditions. In some cases, like there's the design for compliance or design for desirability, is the thing that we want people to comply with, is there any room to adapt that system? If not, that's a given, then we want to empathize with those people as much as possible to understand what's standing in the way of that compliance. So some of the tools we referenced early can be really helpful with that, like that story of open question protocol, and then look at, you know, what are some of those leading indicators to note that people are on track to get to that more sweeping behavior change. Any other questions we had? Yeah, with a few minutes left, thank you all for this incredibly informative presentation, lots of engagement in the chat, which is awesome to see. Here's a question that just came through from Robert. Any specifics on getting past customer ownership possessiveness to share our best practices? Allison, I see you grinning. Yeah, that was a big one that we struggled with. It was really going through the exercise of mixing people. And that's where I think we saw those walls come down because that was a big issue that we struggled with. And once they got into tables with everybody serving the same client within the industry, right? And they just might have different things that they're providing. And so getting them to work together and seeing the value that each other can add, right? It's the same, it's why diversity is important, it's why collaboration is important, it's all those things, getting people together to break down those barriers. And that it's not my client, it's our client that we're all trying to do what's best and add volume for the client. So we together as a company benefit from that. So finding ways to get them together to break down those walls and seeing the value in each other. Yeah, just one build there is what I witnessed as an external party. You didn't tell people, you know, trust us, here's what that looks like. You put them in that scenario where they were co creating value immediately so they could recognize here's the magic that happens when we do that instead of asking them to abstract out into that situation. Good final question here, we have about two minutes left. Stephanie had asked, you'd like to learn more about this processes, about this process, what are some resources you can recommend or maybe kind of a final charge from you as a next step for folks? An obvious one might be on screen, there is a newsletter in there and on experience points site, for example, Stephanie, you said the intake process, I wondered if you meant the conditions part or the measuring behaviors part in either case, there would be some resources on our site or please reach out to me. I'm happy to share more. Jennifer, Alison, anything that's been useful or inspirational to you in building up some of what is the habitual skill sets for you now? I would just say, you know, that drip campaign, that constant don't let it die, right? You've got to keep, if you have something where you're able to create momentum, keep that momentum going and find ways, whether it's through communications or through follow-up activities or toolkits or any way that you can kind of keep the spirit alive and the momentum going. Thank you all. I want to thank our sponsor Experience Point for this excellent presentation. Thank you, Jennifer and Allison as well for sharing the story. And thanks to all the attendees who have been on here and engaging, and I'm glad you've all learned a lot today as well. Please feel free to contact Jennifer, Alison, and Andrew, their contact information is here in the chat, and learn more from the newsletter link there as well. Yes, you'll be getting these slides and the poll results in the next week from us.