Roelf's Photography and non-client activiites

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My Linked In posts on E-Learning and Talent Management

Roelf Woldring
E-Learning Architect, Management Talent Developer,
Author, Entrepreneur

What's New:
6 Soft Skill E-Learning Programs for Working Professionals at

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Business Writing

Voice overs, books, and articles.
Click on a topic in the slider below to go to that topic area
(or go directly
to the full list.)

My You Tube Channel contains snippets from these writings, short videos and overviews of e-learning programs.

My Linked In Profile or a pdf version of my resume.

Client Services

Business Problem Solving - see the short video.

Learning by Doing Management Development
see the slider below or view the brochure.

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I have written books and articles, recorded voice-over presentations, and developed e-learning programs focused on business and social topics. This material is available through this site. The books are available from

and the
of Recruiting

Recruiting and Talent


On Creating
Creating E-Learning Content

Performance Contracting:
the Way to
the Folks
Who Work
For You

Performance Contracting for Results

the Talent
You Need
to Win
Pick the Person with Your Right Stuff

Coaching Discussion

E-Learning and
Work Book
Development Programs
Skill Development = Key to Success

Information Technology,
IT Architecture
About IT ....

and Business
About Management and Business

About Social Issues

Teaching and


Most leadership training programs are not effective in changing peoples' behavior back on-the-job.
I know because I invested a lot of money in such programs as an Executive. I followed up on my leadership training investment, using more effective behavior back-on-the job as the metric. I fooud that I got very little ROI.

Managers don't learn to be managers and leaders in the classroom. There, all they learn there is that managers and leaders do certain things and not others (know that).
This does not translate to behavior back-on-the-job.

There is a huge gap between the know that training that happens in most management development programs and the"know how to behave on-the-job" skill acquisition development that has to occur to create better results back on-that-job.

Well done "learning by doing" closes this gap.
Poorly done "learning by doing" increases it.




Effective Doing

Click here to expand

Well done learning by doing programs take the dynamics modeled in this framework into account in its planning and delivery.

We have known for years that 70-20-10 applies to management development.


But many of us still act as if investing in the 10% training will produce effective behavior change back-on-the-job.

We behave as if we are training cost minimizers rather than back-on-the-job result maximizers. We fail to take into account the huge leverage effect improved manager behavior has on all of the people who work for them.

Not all coaching is equal because not all coaches are equal. Coaches need to be "Been There: Done That" individuals in order to be able to dialogue effectively with working managers. If the coaching involves technical matters, then the coach needs to be as least as skilled / experienced as the "coachee" manager.

But "Been There: Done That" is just the beginning. Managers and executives who want to become useful coaches need to add really effective coaching skills, which don't come "naturally".
Click here for more.

I am a "Been There: Done That" coach who has managed professional technical and management direct reports. They have included high, average and poor performers. At times, I was successful at turning the average and poor performers into high performing individuals.
(My Background

My graduate education and professional development in areas like counseling, adult learning, instructional design, e-learning, interviewing, group facilitation are what allow me to add effective coaching skills to my business background.

I am coach / manager development facilitator with a difference.

Not all Feedback is equal.
Feedback needs to be immediately relevant and applicable to what is happening in the manager's work environment to have an impact.

Many individuals who are certified on excellent feedback instruments don't have the business background and coaching experience to make an effective translation from the instrument's results to the "coachee" manager's day-to-day world.

The result is a waste of money and another manager convinced that instrumented feedback processes just does not work or are irrelevant.

The PPC Cycle
Smart Habits are developed.
They don't just happen.

Smart habits allow a person to respond smoothly, 'in-the-moment" to the behavior of those around the individual.

The development of new smart habits takes time, learning, application, feedback, practice and determination.

Coaching by "been there - done that" individuals who have effective coaching and mentoring skills dramatically shorten the time needed for this cycle.

I use three Feedback Instruments in my coaching. I know them because, out of the many that I have personally completed, they are the three that gave me the greatest personal forward leaps in my competency as a manager and team player.

They are also the ones that have produced the greatest behavior change on-the-job for the people I have worked with as a trainer and a coach.

WCI Press's Competency Styles® Workbooks

Myers Briggs Step II

Daniel Goleman's "Social and Emotional Intelligence Inventory"

Learning By Doing
Should Not Equal
Let them Struggle
Through It by Themselves

For some organizations, learning by doing becomes a way of letting managers struggle through their professional development by encouraging them to "do"and hoping for the best.

That is equivalent to throwing a bunch of darts at a dart board all at once with one hand and hoping that some of them stick. It is even less likely that any of them will hit a bullseye.

20% of the skills get most managers through 80% of the situations they face.
The trouble is that the other 80% of the skills need to be in place before the 20% of the "things are going wrong" situations occur. If these situations go "bad", they often have negative and unfortunate consequences for individuals and for the organization.
While they are happening is the wrong time for a manager to be learning by doing.

Facilitated peer-to-peer dialogue,
and well designed role plays and simulations
all have a part to play in allowing managers to grow the "80%" skills they need to deal with these 20% situations.

The "sport scrimmage" model of skill acquisition applies to management development as well.

Learn the individual skills, practice and drill them separately. Get video taped feedback, commented on by an expert coach and other players.

Then scrimmage in role plays, simulations and exercises to create the "smart habits" which produce real results back-on-the-job,

The next best thing to this type of development activity is well designed, well structured and well facilitated manager peer-to-peer dialogue.

Forward looking performance contracting, supported by metrics that tell a person how well she or he is doing on their performance objectives, create "natural" learning by doing that really pays off for all organizations.

In contrast, performance appraisal comes too late and is too far removed from performance to encourage learning by doing.
For more click here.

"Feedback brings awareness;
Awareness brings choice;
Choice brings freedom;
Freedom brings effectiveness."

The ability to search out, to accept and to act on feedback distinguishes high performers from average ones.

The more individuals are aware of their behavior patterns, the more that individuals can add new behavior to their behavior repertoire.

The wider the behavior set an individual has on call, the more situations that individual handle effectively.


Everything on this site is copyrighted. I am granting you the right to download ONE copy of the various things you find on the site for your PERSONAL use. If you want to do more, please Contact me.

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My older sites: Roelf's Blog on Word Press
WCI (Workplace Competence International)