MomentorHow-To-Guide

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Maximizing the benefits of using Momentor for training

learning transfer

The value of. . .

Momentor is an online personal development planning platform to support the transfer of learning into actual behaviour change.

How it works. . .

1. Choose

a developmentarea and set

a goal.

2. access

recommended resource aligned

to your goal (from an extensiveresource library).

3. Create a practice plan and

invite a supportnetwork of goal

mentors.

4. Keep going

Momentor will Send you gentle

nudges tokeep you on track.

5. request

feedback on howyou’re doing, usinggoal evaluation, so

you know it’sworking!

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Log in…You will receive a link via email inviting you to begin your development journey, using

Momentor..

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Creating your first goal

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Creating a goal

Choose a suggested goal related to the particular category you have selected.

Or alternatively if you prefer, you can

click here to set your own personalised

goals

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Finalizing Your Goal in 3 Easy Steps

STEP 1You have an opportunity to finalise thewording of your chosen goal outcome,you can keep the pre-defined description or re-write it in your own words.

STEP 2Creating a date for reminder to evaluate goal progress – THIS IS A VERY IMPORTANT STEP as this will prompt an email on this date to encourage you to go out and request feedback on how you’re doing. This step is mandatory otherwise you can’t carry on.

Be realistic about the time it will take for you and others to notice that you’ve made progress, some goals will be more complex than others.

Requesting feedback at a later date will provide evaluation data on whether you’ve improved – this will help you to know if you’re on track. See how to Request Feedback in a later slide.

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Setting a timeline

Momentor will remind you..

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Momentor sends out a reminder

email every week asking you about

your progress and reminding

you of your goals.

You can find all your trackable activity in your development

feed.

Momentor Features and the 70/20/10 RuleLombardo & Eichinger (1996)

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Action Items and Practice Plans

Goal Mentors

Competency Based Resource

Library

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Optional: Choosing Development Mentors/Partners

STEP 3This is an optional step, you can invite some development partners which Momentor calls Goal Mentors. Theses are people/peers who can offer support as you try new skills & behaviours – we know a support network can make the difference when trying to change our behaviour!

Goal Mentors will be notified directly via their email inbox of any action items (resources) that you add to your development plan as well as your practice plans so they can continue to encourage you and offer comments along the way.

*This is an optional step but if you can think of 1 or 2 or more people who you can count on for support as you try on some new behaviours for size we know it will help you get there. Research shows people are more likely to be successful by making their intentions ‘public’ by telling others what they’re working on. If your line manager is actively involved then even better!

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Adding Action ItemsAction items are tasks or things that you can

easily identify as either completed or

incomplete. Add your own or select from our recommended

action items from our resource library.

Once you have added actions, click the

‘Back to goal details’ button

The next step is to click on ‘Teach me about

practice plans’.

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Practice Plans

Practice Plans have two parts.

Momentor prompts you to share your practice plans with your goal mentor..

The first is the situation, or the trigger, where you'd like to behave

differently

The second part is what you commit to do more, less or differently when

you experience the trigger

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Finalizing the Practice PlansPart 1 gets you to think about a time or a situation that will act as a trigger for you to try doing something new behaviourally, whether it’s more, less or differently.

E.g ‘in every team meeting I will let other people speak first before offering my opinion’

Momentor asks you to diarise specific times to act as a trigger for you to commit to implementing your practice plan.

Part 2 asks you to articulate specifically what you commit to practice

E.g I will ask other people for their thoughts without interrupting and summarise what I hear first before I offer my own ideas.

The more specific and observable these statements are the better.

*You can create as many practice plans as you wish per goal

Once a Practice Plan is set up, Momentor will send out polite reminder to “nudge” you into action.

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Summary Page

Momentor Reminds You about your Practice Plans

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Momentor sends out a

specific reminder to

prompt participants to

put their practice plans

into action

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After a period of time of practicing your Vital Few in line with your Practice Plan, request feedback..

You can (and are encouraged to) seek and invite feedback from a range of individuals on your development progress for example your line manager, goal mentors and colleagues/peers/direct reports

Use the button on the Practice Plan summary page to ‘Request Feedback’ or by clicking on Goals at the top taking you to Your Goals – click on show details and you can ‘Request Feedback’ from here too.

Evaluate – Feedback on your Development Progress

Momentor will remind you..

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Momentor sends out a specific reminder to

prompt participants to

initiate goal feedback after

deliberate practice to measure goal

success and progress

Momentor will remind you..

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Momentor also sends out a weekly

reminders to prompt

participants to follow up on their

goal progress

Evaluate

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You can also customise your invitation text..

Verify the goal you have been working on

Then invite raters to provide feedback on your progress– this can be for example, from your peers, your goal mentors, your line manager etc.

What your feedback nominees will receive

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Remember…

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Momentor Goal Evaluation:

• Is NOT a reassessment of your initial 360 feedback assessment

• Provides you with robust, tangible data to support your effective development and behavior change

• Will provide you with a real sense of personal achievement and motivation when you see the results of your efforts being recognised.

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Knowing You’ve Made Progress

Verify the goal you have been working on….

…then invite people to provide feedback on your progress – this can be for example, from your peers, your goal mentors, your line manager etc

You can also customise your invitation text.

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How Will You Know You’ve Improved?

You can ask for feedback on one goal as many times as you wish.

Momentor provides a graphic summary of goal feedback results to show continuous improvement over time.

Using the Resource LibraryParticular resources will be suggested in line with the goals you have

created, however, you can click on the Resource Library Tab at anytime to explore the entire library

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You can access a wide selection of…

• Articles• Audio• Books• On-the-job activities• Video• Websites/ blogs• Workshops/

SeminarsYour resource library will be based on, and linked to, your specific competency model

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Content is maintained and updated weekly by a dedicated team of HR and OD Momentor professionals

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Settings in Momentor

Reporting..

Talent DevelopmentTop Barriers to Formal Learning

DDI and The Conference Board's Global Leadership Forecast 2014/2015

1. Low relevance to job

2. Low relevance to business

3. Not enough opportunities to apply the learning

4. Weak connection to professional development plans

5. Not being held accountable for using learning

6. Poor post-learning feedback from the manager

Momentor Feature

Practice Plans

Weekly Reminders

Goal Evaluation

Competency Based Goal Setting

Peace of mind – employees receive 12 months of targeted support to help them achieve their behavioral change goals

Tangible individual and group metrics about actual behavior change

Sustained learning and improvement long after a development intervention

Insight into continuous individual development activity

Measurement of continuous

improvement across individuals, groups

and the whole organization

An enhancement in staff motivation following

successful goal feedback

Advanced reporting which is easy to access

and interpret within the Momentor platform

ROI evaluated at the behavioral level across all participants at the end of a program

(% improving) and by a single question in the Coaching Process Evaluation

What’s in it for the organisation?

Ability to upload company specific resources to the

Momentor resource library

A “Recommended” tab in the resource library - lists only the "top" recommended resources

in line with specific goals

Behavioral Engineering Theories Behind Momentor

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Theorist Elements of Change Momentor Features

Prochaska & DiClemente (1983)

Transtheoretical/Readiness to Change Model 360 Goal Wizard

McCall, Lombardo, & Morrison (1988)

70/20/10 Development Model Goal Setting—Action Plans

Gollowitzer, P. (1999) Implementation Intentions as Triggers for Behaviour Change

Goal Setting—Practice Plans

Fogg, BJ (2014) Persuasive Design—Behaviour Change goals Based on Time-Frame (e.g., one-time vs. permanent) and Type (e.g., start, stop, increase, decrease, etc.)

Goal Setting—Outcome Goals, Action Plans, and Practice Plans

Ariely , D. (2009) Predictably Irrational—People Have a Natural Tendency to Underestimate the Influence of Factors Affecting Behaviors

Goal Mentors

Deci & Ryan (2002)Pink, D. (2009)Goldsmith, M. (2002).

Self-Determination Theory Posits that Autonomy, Competence & Relatedness/Purpose Drives Behaviour Change

Goal Evaluation/Progress Pulse

Heath, C. & Heath, D. (2005) Switch—Environmental/Cultural Issues Affecting Behaviour Change

Coaching Portal

Thaler & Sunstein (2008) Nudge/Behavioral Economics—Choice Architecture (Libertarian Paternalism)

Reminders (email/text)—Practice Plans, Goal Progress & Goal Evaluation

Selected References• Nowack, K. (2014). Taking the Sting Out of Feedback. Talent Development Magazine, 68, 50-54.• Mashihi, S. & Nowack, K. (2013). Clueless: Coaching People Who Just Don’t Get It (2nd edition). Envisia

Learning, Santa Monica, CA.• Nowack, K. (2013). Manager View/360. In Leslie, J. (Ed.). Feedback to managers: A review and comparison

of sixteen multi-rater feedback instruments (4rd edition). Center for Creative Leadership, Greensboro, NC.• Nowack, K. & Mashihi, S. (2012). Evidence Based Answers to Ten Questions about Leveraging 360-Degree

Feedback. Consulting Psychology Journal: Practice and Research, 64, 157–182• Nowack, K. (2009). Leveraging Multirater Feedback to Facilitate Successful Behavioral Change. Consulting

Psychology Journal: Practice and Research, 61, 280-297• Nowack, K. (2006). Emotional Intelligence: Leaders Make a Difference. HR Trends, 17, 40-42• Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.),

Intervention: 50 Performance Technology Tools, San Francisco, Jossey-Bass, Inc., pp.34-46.• Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback intervention.

Training and Development, 53, 48-53.• Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and

Development, 52, 69-79. • Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, 28-32.• Nowack, K. (1997). Congruence between self and other ratings and assessment center performance. Journal

of Social Behavior & Personality, 12, 145-166 • Nowack, K. (1994). The secrets of succession. Training & Development, 48, 49-54• Nowack, K. (1993). 360-degree feedback: The whole story. Training & Development, 47, 69-72• Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management development.

Human Resources Development Quarterly, 3, 141-155.