Most people know salary negotiation will be a big part of any serious job interview, so they come somewhat prepared. Still, all the research in the world doesn’t account for nervous forgetfulness that may mean something will be overlooked in the process. Today we’re going to highlight ten key things you don’t want to overlook when negotiating your salary. Do Your Homework As mentioned, most employees do some homework but not always the right kind. In fact, many of them go into negotiations with one specific figure in mind and refuse to negotiate further. This is a huge mistake that could get your job offer withdrawn. Use negotiation training first to set up for preparation. Afterward, perform research on what your potential company currently pays for your position. Learn to Mediate Business experts agree companies usually start negotiations at a little less than half of the salary you might receive. Be warm and friendly without over-sharing. Focus on your unique skills or how your personality traits will positively influence the position. Bargain for Time Sometimes employees get so caught up in the money part of negotiations, they don’t negotiate other aspects of the job, like sick leave or vacation time. This is crucial, especially if you have familial or other obligations. Use negotiation training to address this issue, among others. Watch Your Attitude While some interviewees come off as money-grubbing, others are too nervous during negotiations. They end up settling for a lower salary than they want and often a less fulfilling job. Negotiation training will allow you to be confident in your negotiations, which encourages time for thinking through the process. Let the company wait several days or a week for your decision. Brainstorm First List the pros and cons of negotiating for specific salaries. One common misconception is that a lower salary means more time spent at home. In reality, it often means more hours spent at work to earn the same amount of money as a competing employee. Know Your Budget Basics Before you negotiate, go over your budget. Where do you or your family spend the most money? Can you foresee any big expenses (medical, marriage, automotive, college)? With these things in mind, you can negotiate for a salary that best fits your needs. Consider Cost of Living The area where you live will heavily influence your salary negotiations. If you live in an urban area, you may need to negotiate for a higher salary because of housing, gasoline, and food costs. Don’t Use the "S" Word You’ll get farther with your interviewer if you don’t actually use the word "salary." Let him or her bring it up. Use negotiation training to help determine when and how to begin the financial aspect of the discussion. Be Aware of Alternatives Many companies offer alternatives to traditional paychecks, such as stock options and bonuses. Research these and identify the ones you’re willing to take in addition to or in place of cash. Prepare for Objections As with any negotiation, employers negotiating a salary will often play hardball. Prepare yourself for objections your interviewer may make to the salary you want. Pretend you are the employer and address questions you might have, such as whether an employer with three to five well-honed skills should be paid more than one with 10 skills at different levels.

Perhaps nothing is debated more than the differences between how men and women negotiate. Many employees worry that men and women can’t negotiate equally, and cite examples of how the glass ceiling can affect these discussions. The truth is, our culture generally rewards men who negotiate well, but not women. Women can negotiate successfully for higher salaries, better hours, and other things they need. At Shapiro, we want to level the playing field. Ask for What You Want In their book, Women Don’t Ask, authors Sara Laschever and Linda Babcock contend that women don’t have what they want in their careers because, generally, women don’t ask. This applies to everything from raises to time off, from potential for advancement to more exciting assignments. The two authors have discovered that, as a result, women sacrifice over half a million dollars in the course of their careers and advance more slowly than men. Many women of all ages are hesitant to speak up because they fear being assertive will make them look uncooperative and bossy. The truth is, not asking makes a woman look like a doormat.  While many women are good at negotiating for others, they’re hesitant to do so for themselves. If you are a woman facing negotiations, don’t be afraid to speak up. Know Your Value Just like men, women need to do research before negotiating, especially in salary negotiations. Part of this involves knowing exactly what your skills are and what they’re worth in today’s market. Research how much people of both sexes with your skills or in your position are getting paid in your company or competing ones. Present these figures to your employer as evidence for why you deserve what you’re asking for. Negotiation training can help you learn how to capitalize on your strengths and make negotiations feel more natural and less stressful. Look Through Your Lens Many employees think only older women have problems negotiating. While women in their 40s and 50s can find negotiations difficult, younger women aren’t exempt. Your negotiation skills and comfort level depend on what was normal for you growing up, no matter what era you were born in. If you came from a patriarchal family, you’re more likely to feel uncomfortable questioning men in any context. Conversely, if most of the people who raised you were female, you may feel comfortable negotiating but be unprepared for masculine approaches and arguments. Don’t allow your gender to rule negotiations, but don’t discount it, either. Be Yourself A great number of women hesitate to negotiate because they think gender biases are already working against them. For example, a woman with a male boss might say, "I don’t want to ask him for a raise because if I get too excited, he’ll think I’m being emotional." This attitude sets you up to fail. Remember that no one wants to get emotional during negotiations or say anything inappropriate - it’s not "a woman thing," no matter what past attitudes may have been. Learn how to be comfortable in these situations rather than putting up a front - negotiation training can help you feel comfortable being yourself and asking for what you need. Learn From Others Part of learning to negotiate successfully involves watching others negotiate, both men and women. Be willing to learn from others’ successes and mistakes. Ask the women around you what worked or didn’t for them - and ask the men the same question. Learn from mentors and coworkers when the best times are to negotiate, and how best to negotiate for different things.

You don’t have to be a manager or CEO to influence others. Many people are born with the innate talent to influence. They seem to have a natural ability to compel others to listen; however, this is a talent that can be learned, as well. Influence training helps people learn to look within themselves and find the power to lead people. Leadership is an important skill to learn, whether or not you’re in a leadership role. It’s a skill that can be carried on throughout the rest of your career and life. Be Logical  When trying to get your point across, you must first address the logic within your cause. If you can convey to someone that your argument is a logical alternative, he or she will be more willing to listen to what you have to say. If you’re trying to come to problem solve with upper management, logical arguments usually create attentive listeners. Be sure your side is clearly defined, and offer factual details to back it up. Be ready to address the downsides with effective solutions, as well. For example, if you’re trying to influence management to let you take on new responsibilities, explain how you will handle these duties. Address the common pitfalls that hinder those with new responsibilities and how you plan to handle them. Speak to His or Her Emotional Side  Another way to build on your ability to influence is to appeal to the person emotionally. Obviously, you need to understand your audience to do this. Speaking with great enthusiasm isn’t going to win over curt and fact-focused managers. Think about the person you’re trying to convince, speak to his or her emotion, and slip his or her name into conversation when you can. This age old trick is a proven way to get people to listen - just don’t use it too much or you risk sounding robotic! Work Together  One of the most time-tested approaches to influencing others is to convince them to get on board with you. "If you can’t beat em’, join em’," as they say. With this tactic, you’re playing up the solution you will reach together. There are several ways to appeal to the cooperative side of the argument. For example, you could ask the person for help or new ideas with a topic, you could partner up and work directly with someone, or you can form alliances with those who already support your cause. Many effective influencers use a combination of these three tactics. With practice, you will learn when and where each scenario works best. As you get better at reading people, you will get better at influencing them, and vice versa. This will also help you build essential leadership skills to advance your career. Sources: http://www.forbes.com/2011/01/03/influence-persuasion-cooperation-leadership-managing-ccl.html

There are certain personality traits and characteristics that enable an individual to be successful at sales. Temperaments, ways of approaching people, and even external appearance can all be a huge influence on a salesperson’s efficacy with clients. Most of these traits are applicable to more than sales, too; they’re valuable life skills that will travel with you throughout your career. Being Self-Aware  To understand the way others perceive us, we must first understand ourselves. Being self-aware and identifying our emotions is a useful skill at work and in life. Salespeople have the inherent ability to read their own and others’ emotions, which allows them to adjust their response. Once you can identify how you respond to certain stimuli, you can work on changing your actions, if necessary. Think about how you react when you don’t understand something. Do you get mad? Do you make a reasonable effort to wrap your head around it? Or do you change the subject? Salespeople know ahead of time how they tend to react and what type of reaction will elicit a positive response in a given situation. Solution Oriented Salespeople are adept at solving problems; that’s what makes them so good at their jobs. When a salesman pitches an idea or product, they must first identify a problem for which the product offers a solution. They convince the person by explaining how the product or idea works to make their life easier. In the event that a customer has a complaint or a pitch goes sour, they know how to solve that problem, too. Understanding is the foundation for problem solving. To effectively solve a problem, you must first understand the nature of it. Optimistic  Optimism isn’t limited to salespeople. It is a healthy outlook everyone should embrace. Optimistic people are more confident, and confidence gets you everywhere. The key to becoming more optimistic is to thoroughly analyze your emotional response to situations. Imagine you wake up in the morning and stub your toe getting out of bed. You can either think: "oh great, it’s going to be that kind of day," or you can think: "at least I’m wide awake now!" It’s this type of decision in your perception that alters your entire day. Assertiveness  Being assertive doesn’t mean being aggressive. There are plenty of ways to convey your assertiveness without coming across as arrogant. When a customer tells an assertive salesman they would like to think about the offer and get back to them, the salesman will often ask for a specific time and date to follow up. This isn’t as passive as simply saying "okay," and it’s less aggressive than saying "it’s now or never." It is both firm and accommodating.

During a negotiation, each side has deep interest in seeing their desires come to pass. Sometimes compromises that leave all parties completely satisfied can be made, but there are cases where issues leave one side at a deficit. This can create resentment or increase conflict. It is important for negotiators to reach their end goal while still maintaining amicable and fruitful relationships with those in opposition. Learn how to effectively communicate your point while utilizing tact and diplomacy to preserve your professional connections. Demonstrate Emotional Control  Emotional control is our ability to recognize our own emotional response to situations. People who have a higher level of emotional intelligence can identify and control their emotions. Additionally, emotional intelligence allows us to recognize the way other people respond to situations. An effective negotiator easily recognizes personal emotions before they come to the surface, and he or she knows how to elicit and manage a response from the other side. This allows them to negotiate with tact. Because they understand emotion, they know how to manipulate the situation without offending anyone. Listen Attentively Everyone wants to be heard. Experienced negotiators know how to talk, but they also know how to listen. When you truly listen to someone, you establish a bond while learning about his or her needs. In turn, you can understand each side with clarity and how to bridge any remaining gaps. Attentive listening not only garners respect from the opposition; it prepares you to offer solutions. Show Assertiveness  Assertiveness and tact go hand in hand. When negotiating, you don’t want to be seen as passive, but you also don’t want to be perceived as overly aggressive. The essence of negotiating with tact is to make your point without making the other person angry or intimidated. Learning to be assertive entails finding the balance between passiveness and aggressiveness. A firm handshake, confident eye contact, and a demonstration of your intelligence should accomplish this nicely. Keep the End Goal in Mind  Before going into a negotiation, clearly define your goals. This may mean writing them down and thinking about how to achieve them. Negotiators step outside themselves and see the big picture. Because of this, they are also able to forecast possible objections to their arguments and come up with solutions. Prepare your responses to possible objections, so you can demonstrate to others that you respect their opinions and considered their needs, as well. Sources: http://www.skillsyouneed.com/ips/tact-diplomacy.html http://www.forbes.com/sites/christinapark/2015/01/09/eight-powerful-negotiation-tips-for-introverts/ http://www.how-to-negotiate.com/interpersonal-communication-skills.html

Perception is how we navigate both the social and professional world. The way people perceive themselves and the world around them dictates the way they respond to their surroundings. When interacting with others, we often view ourselves a certain way; many times, though, the way we see ourselves does not always align with the way other people see us. It’s a strange phenomenon that has been studied for years. It may sound disconcerting, but this disconnect in perception can actually be harnessed to positively influence the way others see us. Influence training teaches people how to identify their personality traits and how people perceive them. Once you identify these traits, you are more prepared to change them. Be Positive and Confident  If you are a pessimistic, people will see that in you, even if you don’t realize it yourself. One of the most effective ways to change the face you put on for the world is to work on becoming more positive. The more positive you are, the more confident you become. We all know confidence radiates outwardly from a person. A simple way to work on boosting your positivity is to smile more. Smiling actually releases hormones in your brain that make you happier, which in turn makes you smile. Maintaining good posture, eye contact, and a sunny disposition will build your confidence and ability to stay positive. In time, the forced routine becomes a part of your character. Ultimately, it changes the way people perceive you.  Show A Little Vulnerability  Vulnerability from leaders boosts camaraderie and promotes empathetic responses. Empathy is one of the truest connections humans have and understand about each other. We may not perceive someone the way he or she sees him or herself, but we can certainly empathize with him or her. Essentially, this boils down to modesty. Once you build your confidence, you will start to feel like you can take on the world. This is a great thing, but only if it’s tempered with a touch of humility. Respect that other people have different opinions, and listen to what they have to say. If you make a mistake, address it and apologize. Show Interest in Others Everyone loves a good listener. When engaging in conversation with someone, always show interest in what he or she has to say. Not only will he or she respect you more, but you will learn about him or her in the process, too. Ask people about their opinions and interests on a topic, and try to make connections with them. Encourage people to open up and talk about what they love. In short, the best way to change the way others see you is to change your own behavior. Influence training is a great way to kick start this process by helping you identify the traits you want to change and giving you the tools to do so.   Source: http://www.theguardian.com/lifeandstyle/2015/apr/17/influencing-how-others-see-you-oliver-burkeman

Many people categorize negotiation as a battle between two competing wills, each driven by naked self interest. We do not find that to be the case. Yes, negotiation is a sort of battle of wills, but not in the sense that statement implies. The famous German philosopher, Jurgen Habermas, the father of the philosophical concept and practice known as discourse ethics has a famous line from one of his books. "In discourse, the unforced force of the better argument alone determines the yes or no responses of the participants." That concept is somewhat hotly debated by other philosophers, but not for its practical merits. The ivory-tower philosophical debate hinges on problematizing what is ‘good,’ or ‘moral,’ or ‘ethical’ in any kind of universal sense, and questioning whether or not any of those things even exist, at all. It’s interesting to note that Habermas himself considers those debates to be more or less pointless, and instead focuses on what should be essential to every philosophical debate: what is useful, and practical in everyday life. And in everyday life we find that in negotiation proceedings, most people can find enough common ground, and common interest, most of the time, to reach an agreeable solution. If negotiation is a battle of wills, the superior will is not the one with the most potent emotions. The superior will, is the one who troubles him or herself to seek negotiations training, then use it to formulate that unforced force of a superior argument. At SNI we have designed a simple, practical method for doing that very thing. It’s a simple, three-step process we call Three D’s that helps anyone deliver a more compelling argument. The following infographic breaks the process down in some detail.

Many people think the negotiation process involves a heated debate and sly tactics. While this is the case occasionally, there are plenty of ways to negotiate with respect. Being cordial during a negotiation doesn’t mean being a pushover, either. Negotiation training can show people how to communicate with confidence while still being a nice person. The main goal of "nice" negotiation is to be fair and still get what you want. Establish a Rapport  Making small talk before negotiations begin builds a relationship with the person. It also gives you an advantage over the situation. Small talk affords you the opportunity to learn about the other person; what their motives are, how they perceive their surroundings, and how they respond to them. In this way, you can build a relationship while building your tactics. Small talk doesn’t have to be strictly personal; you can chat about the company or the upcoming negotiation. People who engage in small talk before a negotiation are substantially more successful at reaching an agreement. Be Firm in Your Argument  You can be firm when arguing your side without coming across as rude. Demonstrate your knowledge on the subject, and show your opponent that you know what you’re talking about by providing thoughtful information. Back up your argument with factual evidence and logic. For example, imagine you’re buying a car. When negotiating with the salesman, show them that you researched the car and the value of the particular model. Convey confidence in your negotiating skills with a firm handshake upon introduction and an expertise in your field, and you will come across as knowledgeable, not arrogant. Show Emotion, But Not Too Much  We can look to the car dealership example for this concept, as well. Many times, when people shop for a car, they fall in love with a particular model and outwardly express their opinion. Obviously, the salesman uses this to his advantage when trying to get the most money out of the sale. When they see emotion, they see dollar signs. It’s helpful to show a little emotion, as it shows that you’re human, and it helps the other person open up. Being overly emotional about a subject, however, makes you vulnerable to hardball tactics. Know when to hold back, when to open up, and when to let go. Negotiation training can teach you how to identify when "nice" negotiating will work best. Of course, this is not the best way to approach the situation, but knowing when to use it can reap some significant rewards.   Sources: http://www.fastcompany.com/3001209/negotiate-car-salesman-5-tactics-help-you-win-every-time

There are certain personality traits and characteristics that enable an individual to be successful at sales. Temperaments, ways of approaching people, and even external appearance can all be a huge influence on a salesperson’s efficacy with clients. Most of these traits are applicable to more than sales, too; they’re valuable life skills that will travel with you throughout your career. Being Self-Aware  To understand the way others perceive us, we must first understand ourselves. Being self-aware and identifying our emotions is a useful skill at work and in life. Salespeople have the inherent ability to read their own and others’ emotions, which allows them to adjust their response. Once you can identify how you respond to certain stimuli, you can work on changing your actions, if necessary. Think about how you react when you don’t understand something. Do you get mad? Do you make a reasonable effort to wrap your head around it? Or do you change the subject? Salespeople know ahead of time how they tend to react and what type of reaction will elicit a positive response in a given situation. Solution Oriented Salespeople are adept at solving problems; that’s what makes them so good at their jobs. When a salesman pitches an idea or product, they must first identify a problem for which the product offers a solution. They convince the person by explaining how the product or idea works to make their life easier. In the event that a customer has a complaint or a pitch goes sour, they know how to solve that problem, too. Understanding is the foundation for problem solving. To effectively solve a problem, you must first understand the nature of it. Optimistic  Optimism isn’t limited to salespeople. It is a healthy outlook everyone should embrace. Optimistic people are more confident, and confidence gets you everywhere. The key to becoming more optimistic is to thoroughly analyze your emotional response to situations. Imagine you wake up in the morning and stub your toe getting out of bed. You can either think: "oh great, it’s going to be that kind of day," or you can think: "at least I’m wide awake now!" It’s this type of decision in your perception that alters your entire day. Assertiveness  Being assertive doesn’t mean being aggressive. There are plenty of ways to convey your assertiveness without coming across as arrogant. When a customer tells an assertive salesman they would like to think about the offer and get back to them, the salesman will often ask for a specific time and date to follow up. This isn’t as passive as simply saying "okay," and it’s less aggressive than saying "it’s now or never." It is both firm and accommodating. Sources: http://www.forbes.com/sites/erikaandersen/2013/04/12/the-unexpected-secret-to-being-a-great-salesperson/ http://www.inc.com/geoffrey-james/5-traits-of-highly-successful-salespeople.html http://www.entrepreneur.com/article/65984

During a negotiation, each side has deep interest in seeing their desires come to pass. Sometimes compromises that leave all parties completely satisfied can be made, but there are cases where issues leave one side at a deficit. This can create resentment or increase conflict. It is important for negotiators to reach their end goal while still maintaining amicable and fruitful relationships with those in opposition. Learn how to effectively communicate your point while utilizing tact and diplomacy to preserve your professional connections. Demonstrate Emotional Control  Emotional control is our ability to recognize our own emotional response to situations. People who have a higher level of emotional intelligence can identify and control their emotions. Additionally, emotional intelligence allows us to recognize the way other people respond to situations. An effective negotiator easily recognizes personal emotions before they come to the surface, and he or she knows how to elicit and manage a response from the other side. This allows them to negotiate with tact. Because they understand emotion, they know how to manipulate the situation without offending anyone. Listen Attentively  Everyone wants to be heard. Experienced negotiators know how to talk, but they also know how to listen. When you truly listen to someone, you establish a bond while learning about his or her needs. In turn, you can understand each side with clarity and how to bridge any remaining gaps. Attentive listening not only garners respect from the opposition; it prepares you to offer solutions. Show Assertiveness  Assertiveness and tact go hand in hand. When negotiating, you don’t want to be seen as passive, but you also don’t want to be perceived as overly aggressive. The essence of negotiating with tact is to make your point without making the other person angry or intimidated. Learning to be assertive entails finding the balance between passiveness and aggressiveness. A firm handshake, confident eye contact, and a demonstration of your intelligence should accomplish this nicely. Keep the End Goal in Mind  Before going into a negotiation, clearly define your goals. This may mean writing them down and thinking about how to achieve them. Negotiators step outside themselves and see the big picture. Because of this, they are also able to forecast possible objections to their arguments and come up with solutions. Prepare your responses to possible objections, so you can demonstrate to others that you respect their opinions and considered their needs, as well. Sources: http://www.skillsyouneed.com/ips/tact-diplomacy.html http://www.forbes.com/sites/christinapark/2015/01/09/eight-powerful-negotiation-tips-for-introverts/ http://www.how-to-negotiate.com/interpersonal-communication-skills.html

In any situation, the appropriateness of cursing, slang, and other forms of taboo language always hinges on questions of time, place, and manner. With all forms of persuasion, context is crucial. In the context of negotiation, emotionally charged appeals can be a slippery slope, most often better to be avoided. There are always exceptions, but consider this. In the wrong context, swearing may constitute bullying, emotional abuse, or sexual harassment. Slang terminology can either imply a spirit of inclusion into certain social groups, or exclusion. It can be taken as a sign of respect, or it might imply a reductive, dismissive attitude toward the audience. It all depends. So, while it may sometimes be true that cursing, and slang language have their appropriate time, place, and manner in the world, a negotiator who feels like that rhetorical style is the most persuasive approach probably needs to brush up on their sales negotiation training, or risk cursing themselves later for failing to perfect their pitch the right way. As a word of caution, before you go into a negotiation armed with a slang vocabulary, make sure you know your audience, your message, and the real meaning of the language you’re going to use. Here’s an infographic to help with that.

What, no webinars?!? For more than three years, I’ve been analyzing the adoption of webinar marketing throughout the B2B world. One trend that sticks out is how few companies host webinars in comparison to other types of content. Time and time again, I’ll go to a vendor’s site looking for more information, and I’ll find a blog, a white paper and possibly an eBook. Often, I’ll find a webinar, but not always. And if there’s a webinar, it’s almost always hosted with other forms of content as well. The B2B Content Marketing 2014 Benchmarks, Budgets & Trends - North America report confirms my discovery: although 93% of B2B marketers generate content, only 62% host webinars. This amazes me. Webinars are widely recognized as one of the most, if not the most effective digital marketing technique. They are consistently rated as more effective than blogs and white papers. So, I wonder why webinars are always the ultimate piece of content that marketers get to creating after all the lower-engagement pieces are out of the way. What accounts for this strange disconnect? What’s your excuse? Trust me, I’ve heard all the reasons why marketers aren’t hosting webinars. It’s a foregone conclusion that a "lack of time" and "producing enough content" are two of the largest challenges marketers face when it comes to content marketing. And indeed, webinars are perhaps the most demanding in both these categories. In a recent webinar I cohosted with Brian Massey of Conversion Sciences, Brian shared a study he conducted showing that nearly 70% of marketers spend 6 hours per webinar just creating content. A recent study I did illustrated that 93% of marketers spend another hour on the landing pages, notifications and other logistics. 20% spend more than 7 hours! I understand how difficult it can be. We live in a day and age where marketers must wear many, many hats. Once upon a time we simply had to be creative. Then came HTML, SEO, CRM and dozens of other acronyms, and now we also have to be corporate publishers. What’s next? It’s certainly overwhelming. But in all the hustle bustle, I see almost no logical pattern to what content companies create first, what they save for last and what content they make excuses for. Which leads me to a question that marketers have for too long infamously asked: "Are we just guessing?" Content creation strategies: bottom up vs. "the cascade" Ben Franklin once said that out of adversity comes opportunity. In Brian Massey’s case, adversity came from a webinar he hosted more than a year ago. The webinar software completely broke down in front of a large audience, and Brian was unable to switch slides as he spoke. He should’ve just stuck to blogging and infographics, right? Wrong. Instead, Brian converted the webinar into blog posts, a slide deck and a podcast. Brian’s approach is in direct contrast to what I normally see: a bottom-up content strategy. This strategy entails the creation of many small, low-engagement pieces of content, with the hope that this eventually results in a single high-quality piece of content like a webinar. Here’s the problem: this bottom-up approach is haphazard and unpredictable and may or may not even lead to high-engagement content, despite requiring as much if not more time than it would have taken to create high-engagement content in the first place. What Brian discovered is that despite webinars taking more time to create than most other forms of content, they also contain the ingredients to easily convert into other forms of content. A survey he conducted showed that 78% of marketers had access to a slide-based webinar presentation done by an expert at their company in the past year. That’s an untapped gold mine. Brian now regularly transforms all of his webinars into blog posts, infographics and eBooks, often generating thousands more leads than the webinar alone achieved. Brian calls this "the content cascade." I call it the cure. What do you call it? Not sure how to get started turning webinars into other content assets? Start here. Photo credit: Diego Fernandez via Flickr

This year the mobile workforce is predicted to grow to 1.2 billion people, reports VDC Research Group. And that makes sense - mobility in business is beneficial for both the employer and the employee. Everyone benefits from added flexibility; employers get more out of their employees whenever they need them, and employees enjoy tending to personal lives and work interchangeably. In celebration of Telework Week, we’re sharing best practices, facts and success stories about mobile work. To kick us off, consider these tips about working from home, the road and elsewhere. When working from home… Create a workspace. Sitting down at the same place to get your work done at home cues your brain in the same way walking into an office does. In that place, you focus on work. Creating a quiet space with all the tools you need to get your job done will increase your productivity at home. Get dressed. Not only does a morning routine help you wake up and prepare for your day, but taking the time to look presentable helps you mentally transition to professional you. And since more and more companies are adopting video conferencing for their online meetings, colleagues and customers will still see you even when you’re not in the office. Working from the road… Equip yourself. Chargers, ear buds and Wi-Fi hotspots are the road worker’s best friend. Never put your devices in checked luggage, and plan what work to get done when and where so that you’re always prepared. Choose your spot wisely. If you’re going to be taking video conferences while traveling, a bustling coffee shop might not be the best place to work. Locate and set up in places that make sense for your workday. Your workplace may change depending on your to-do list. Plan time to recharge. No one can do great work continuously without a break. Add the stress of traveling and navigating a new place to your plate, and your brain will want to tap out. So plan to enjoy a walk or dinner out without your email inbox as your companion. When working from anywhere… Communicate more frequently. No matter where you’re working from, when you’re working with people in different places, more communication is always better than less. This doesn’t mean you need to call or email your team constantly. Just be sure to update your team when project statuses change and milestones are met so everyone stays on the same page. Where do you work? Got any tips on how to work successfully from outside the office? Send your tips to us on Twitter: @gotomeeting. Photo credit: Citrixonline via Flickr

The Telework Week celebration continues today with some statistics that illustrate why flexible work styles are good for people and businesses. Citrix research suggests that more than one-third of knowledge workers no longer work in a traditional office. And those flexible work programs are shifting our perspective. You may have even heard people saying, "Work is no longer somewhere to go. It’s a thing you do, from anywhere." The numbers don’t lie: studies show that teleworking positively impacts both employers and employees happiness for the better.  With benefits like lower turnover, better work-life fit and improved productivity, who isn’t smiling about flexible work? On that note, here’s the breakdown of flexible work benefits for companies and employees. Work Is Not a Place: Benefits of Mobile Workstyles for Business and People from GoToMeeting   Are you a flex worker enjoying the benefits of telecommuting? Send us your tips on twitter: @citrix Photo credit: Matt Crawford via Flickr

Happy Telework Week! At Citrix, it’s been a crazy, no-holds-barred, no-one-shows-up party all week. The offices are roaring with silence as employees get their work on somewhere else. You could say we’re telework animals ‒ over 85 percent of our employees work remotely at least once a week. Now if you already know what Telework Week is, you can skip this paragraph. If you haven’t heard about it yet, pull out your notebook please. It’s an annual event organized by the U.S.-based Mobile Work Exchange that encourages individuals and businesses everywhere to telework. People promise to do so, and then the organization tallies up the total impact. As of today, we’re sitting at over 160,000 pledges - a new record! - which comes out to almost 14 million dollars and 18 million pounds of pollutants saved. We love seeing numbers like these, because we’re firm believers that workshifting works. But what we love even more than cold, hard data is seeing our customers take part in the mobile workstyles movement. The video below is from Mark Sebell, founder and CEO of Creative Realities. His company does innovation consulting worldwide, which means they’re often globetrotting to meet with clients. They also used to travel to meet with prospective customers, often at their own expense. So they decided to start using GoToMeeting instead. We’ll let Mark explain the difference it made for them: Why travel when you can telework? Mark’s story makes that clear. It’s a win-win for him and his clients. The only ones who seem to be losing out are the airlines. (We’re sorry, airlines.) Now remember, today is Friday. Today is also the last day of Telework Week 2014. So it’s the last chance you have to shamelessly share links and stories and other stuff with your office-bound colleagues about the benefits of workshifting. Then next year, you guys can join us for Telework Week. It’ll be a blast ‒ we promise! Photo credit: Jenn Vargas via Flickr

Thanks to all who attended our GoToMeeting: Audio & Webcam Best Practices webinar on February 4, 2014. We appreciate all of the positive feedback and the excellent questions about audio and webcam best practices. Here are the key takeaways from the webinar − the answers to your GoToMeeting audio & webcam best practices questions. 1.  When should I enter my audio PIN? You can enter the audio PIN whenever you’re connected to the meeting, but we recommend doing so right away for the best audio experience. One of the main benefits to inputting the unique Audio PIN while in a GoToMeeting is so the organizer can mute you in-session. This is especially important when the team is experiencing audio feedback. At any time, you can enter your PIN using your phone’s keypad by pressing #[the unique Audio PIN]#.  2.  In what format are recordings exported? Videos files are exported in.wmv on PCs and in .mov on Macs. You’ll need editing software if you need to convert your recording to other formats.  3.  How many participants can share webcams at once? You can have up to 6 web cameras showing on screen in a GoToMeeting session at one time.  4.  How do I share my presentation and webcams at the same time? Share your screen with meeting participants by pressing the "Show My Screen" button, and turn on your webcam by pressing "Share My Webcam." If you are working on two monitors, click on the drop-down menu under "Share My Screen" to select one or both of the screens you want to share. 5.  Can I turn off notification beeps for when attendees join and leave the meeting? Yes. Organizers should select edit under the audio panel and uncheck "Play Entry/Exit Chimes." You can also turn off on-hold beeps. 6.  Which webcams do you recommend using with GoToMeeting? Here is a list of webcams that work the best with GoToMeeting. Some of you also asked questions about features in GoToWebinar and GoToTraining, which are part of the Citrix collaboration suite along with GoToMeeting. Both GoToWebinar and GoToTraining contain features that are not available in GoToMeeting because they are meant to facilitate communication and participation in much larger events. So, if you find yourself looking at your Control Panel and wondering why you don’t see certain features, make sure to check that you are using the right service for your online event needs. 1)  Where is the "Raise Your Hand" feature? The Raise Your Hand feature is only available in GoToWebinar and GoToTraining, since those tools are built for larger audiences. In GoToMeeting, the best way to hear from participants is to use chat and unmute. 2)  Is there a timer function to let you know how much time you have left in the meeting? GoToMeeting does not have a timer feature because GoToMeeting sessions will not cut off if you run over the scheduled meeting time. Only when an organizer chooses to end a GoToMeeting will a session officially end. If you missed our webinar reviewing the best practices for GoToMeeting audio and webcams,  you can watch the recording here. For more customer insights and conversations about this webinar, you can search twitter for #GoToMeetingWBR. Photo credit: Citrix Online via Flickr

Effective online classes come down to providing interactive course design and effective content delivery, according to award-winning training consultant Cindy Huggett. So when you want to improve your courses, think about what part needs improvement: is it your content delivery or your course makeup? Below are three of Cindy’s 10 tips for better online training. Interact from the start. When students enter your virtual classroom, they should notice the interactivity from the start. Wave hello via webcam and leave the lines open for small talk. If your group is small enough, personally say hello to each participant and ask everyone to introduce themselves in a few sentences. If you start engaging from the start, the momentum will stay as you go. Engage an unseen audience. Unless you’re in a very small group training where everyone has their webcam on, your audience is unseen to you and the other participants, so use every engagement tool at your disposal to keep your participants engaged. Have attendees share their webcams to ask questions or share work and use polls and surveys to test and get feedback on the content. Use each session as a design review. The best way to improve your training course is to keep looking for ways to improve it. At the end of each session, verbally ask for feedback from participants and add at least one question on course feedback to the post-event survey. Who better to help you improve your course than the people taking it? Read Cindy’s seven other tips for improving online trainings. Photo credit: James F Clay via Flickr

GoToMeeting got its start in Goleta, California, home to gorgeous mountains, fantastic beaches and amazing avocadoes. Our team has since grown and spread around the globe, but lots of us still work and live here. So we were thrilled when the city decided to use GoToMeeting to host their first online public forum. The City of Goleta, along with Spohn Ranch Skateparks, invited the community a couple weeks back to join an online meeting and view the design for their proposed skatepark. Around 15 people participated, sharing their thoughts on the project. "This is the first time we’ve tried this," said city analyst Claudia Dato in the Santa Barbara Noozhawk. "A lot of the future users of the skatepark are technology-savvy, so it seemed like a good way to reach some of the kids." GoToMeeting proved to be perfect for a virtual tour of the park. The skate planner zoomed in, zoomed out, following the routes folks could take as they skate the small but solid layout. On each ramp and installation, he stopped and drew with the highlighter tool, showing just how someone could hit the feature and then roll on to the next. Although the park is still a ways away from construction, the skaters of Goleta were glad to get a sneak peek at the ramps, bars, pipes and pads. And on our end, we’re glad that our virtual meeting technology could help make the new skatepark a reality. Image credit: Spohn Ranch Skateparks

Today we have a guest post from Pamela Slim, an award-winning author, business coach and speaker. She spent the first 10 years of her business as a consultant to large companies such as Hewlett-Packard, Charles Schwab and Cisco Systems, where she worked with thousands of executives, managers and employees. She is also the bestselling author of Body of Work: Finding the Thread That Ties Your Story Together. Her new book, Body of Work, gives a fresh perspective on the skills required in the new world of work for people in all work modes, from corporate to non-profit to small business. As business owners, we spend a lot of time marketing so we can attract new customers. There is nothing more satisfying than getting that first sale from a new person. But once the sale is made, how can you nurture the relationship so your first-time customer becomes a life-long fan? Create useful information content, that’s how. Like webinars that make your customers feel like you are reading their mind and truly valuing their business. The starting place: what do your customers need? Take out a pad of paper and put a big box in the middle labeled "My Customers." Then ask yourself: What do they really need? Customers often have a mix of different needs - some pragmatic, like getting access to useful information that solves their problems, and others that are more emotional, like feeling supported or accepted. To generate as many ideas as possible, create a mind map of different things your customers need. Then you can start to look for patterns or overarching categories. For those of you with product businesses, think about what would compliment your products. As an example, one segment of my market is corporate employees who want to quit their job and start a business. They have four major needs: Knowledge: How do you work through each stage of creating a business? What are the most efficient/effective ways to get things done? Whom can I trust? Encouragement: Giving up a job is mighty scary. Many people are racked with self-doubt. So ongoing doses of "You are not crazy," "You go girl/guy" and "Someone just like you has successfully done what you want to do" are very important. Community: It is very isolating to make a big change by yourself. The more positive, supportive people surround you, the quicker you will make progress and launch your business. Promotion: Once businesses get up and running, they need well-connected people to spread the word so they make enough money to quit their day job. Follow the logical product path. Once you are clear about what your people need, you want to build a product/service map that follows them through the logical path they walk as they are trying to solve whatever problem you are helping them with (personal finance, starting a business, designing a website, organizing their garage). Starting with the first product or service you offer, imagine what logical needs your customers would have once their initial problem was solved. Compliment your offerings with great webinars. A great way to compliment your product offerings is by natural, fun engagement with your customers using webinars. This will strengthen and reinforce your working relationship, provide useful information, build trust and humanize your brand. Connect with your customers by hosting one or more of the following types of events. Demo your product. Getting invited to be walked through one of your new products or features with customers makes your customers feel like part of your club, especially if the demo is offered before the product or features are officially released. Interview an expert. Identify a thought leader that your customers value (or their customers) value, and do an online interview via a webinar. For example, if you’re in healthcare sales, you may choose to bring in a popular MD who’s recently authored a book. Choose someone who has complimentary expertise to yours, so the event is both valuable and relevant to your customers Offer a free Q&A on a monthly or quarterly basis. If one group in particular on your team gets a lot questions from prospective or current clients, ask the department to host a free call once a month or quarter. Nothing shows that you’re there for your customers like actually being accessible by your customers. Your new customers could be your fans, but only if you give them reason to cheer. So start brainstorming: what can do you for your customers? Pamela Slim is a business coach and bestselling author of Body of Work: Finding the Thread That Ties Your Story Together. Get more ideas for nurturing your existing customers in Pam’s ebook, Grow Your Business With Existing Customers. Photo credit: Boston Public Library via Flickr

Photo of me (on the right), my brother (right next to me), and my cousins at the Hegstrom family reunion!

As a curriculum designer for a large insurance company, I have noticed that the population of entry level employees is becoming increasingly diverse.  Our "typical" new hire class has transformed from a relatively homogeneous group of young college graduates to a multigenerational group that also includes recently-displaced professionals.  At a recent Learning and Performance team meeting, many of our trainers revealed that the older workers often have trouble learning multiple products and systems, while the younger workers zone out during class lectures and are easily distracted by their Smart Phones.  Jenkins et al, in their paper Confronting the Challenges of Participatory Culture: Media Education for the 21st Century, address the "participation gap" which they define as "the unequal access to the opportunities, experiences, skills, and knowledge that will prepare youth for full participation in the world of tomorrow" (3).  They argue for expanded access not only to computers in the classrooms but also to teaching methods that "introduce youth to core technical skills and cultural competencies…teaching youth to critically analyze existing media texts, expressions that encourage youth to create new media content, and ethics that encourage youth to critically reflect on the consequences of their own choices as media makers" (59).   While I agree with Jenkins, I would argue that a participatory gap also exists for older employees who are trying to learn new job skills.  Although most companies offer training on their computer software systems, they are unable to assess and address the prerequisite skills that are lacking in many new employees from the baby boomer generation.  Most older workers come into the classroom knowing how to text and post a message to Facebook, but they lack the contextual, building-blocks knowledge required to embrace the constant changes in their on-the-job technology.   At my company, entry level agents must learn five different insurance quoting systems, as well as our Knowledge Management systems.  That can be a daunting task for someone who came from a job where their most challenging piece of technology was the copy machine.  In class and online lectures we discussed educational theories - a "systems" approach that follows a specific series of procedures, "communication theory" that examines the communication practices (and distracters) between the teacher and the students, "behaviorism" which looks at human behavior and positive reinforcement, and "constructivism," which is rooted in cognitive theory and builds on pre-existing knowledge.   As a curriculum designer for adult learners, I have adapted an adult learning theory that actually incorporates elements of the education theories that we discussed in class - experiential learning.  David Kolb conducted a great deal of research on adult learners, and identified the adult learner’s need to tap into existing knowledge and experiences in order to build a context for new learning (Kolb and Kolb, 15).  My "instructional technology teaching philosophy" acknowledges that everyone has different learning needs, and everyone has valuable experiences and/or skills that he/she brings to the learning center.   I wish I had the time and the tools to bridge that "participation gap" in technology knowledge that exists between the young college graduates and the older employees who were displaced from their jobs or are returning to the workforce.  Fortunately, all our new associates, regardless of age and/or experience level, are usually relieved to learn that they don’t have to master every system or know every answer to a customer question.  Although they need to access their resources quickly, when it boils down to it they simply need to know where to go to find the answers.   This realization helps new agents tear down that "technology fear" wall that impedes learning, and they can then relax and concentrate on building relationships with customers.  Agents are also encouraged to tap into their own experiences with autos, accidents, and insurance claims and use these prior experiences to help them reason through an insurance solution for their clients.   As I continue with my education in Curriculum and Instructional Technology, I am looking forward to conducting further research on adult learners so that I can help our new associates feel engaged and truly a part of the company’s changing technological landscape.   Works Cited: Lecture slides and class discussion for September 2 and September 9, 2013 (Theories of American Education).   Jenkins, Henry; Clinton, Katie; Purushotma, Ravi; Robison, Alice J.; Weigel, Margaret. "Confronting the Challenges of Participatory Culture: Media Education for the 21st Century."  Building the Field of Digital Media and Learning, www.digitallearning.macfound.org.    Kolb, Alice Y. and Kolb, David A.  "Experiential Learning Theory: A Dynamic, Holistic Approach to management Learning, Education and Development."  Handbook of Management Learning, Education and Development.  Eds. Steven J. Armstrong and Cynthia V. Fukami.  London: Sage Publications, 2009.

I use a lot of "tools" to do my job as a curriculum designer: Microsoft Office products for writing and presenting the texts; Adobe Acrobat Pro for publishing the texts into a manual; Adobe Captivate for writing computer-based training (CBTs).  I also collaborate with other designers at remote locations, conduct virtual training with WebEx and video conferencing, and gather ideas for training projects through Yammer, our corporate social media site.   I’ve been using these tools throughout my technical writing/instructional design career, but, upon questions raised in my Foundations in Digital Learning class, lately I’ve been wondering - how did my company decide which tools to use? Video Conference Room at my company - used for communicating with colleagues across the country! Andrew Feenberg, in his book Critical Theory of Technology, not only asks the same question but also argues that these decisions are based on ideology and power: "What human beings are and will become is decided in the shape of our tools no less than in the action of statesmen and political movements…the design of technology is thus an ontological decision fraught with political consequences" (Feenberg, 3). Feenberg discusses two established theories of technology: Instrumental Theory which is "based on the common sense idea that technologies are tools standing ready to serve the purposes of their users…neutral without valuative content of their own" (6). Substantive Theory, which looks at technology as any thing but neutral: "Technology constitutes a new type of cultural system that restructures the entire social world as an object of control…a destiny from which there is no escape other than retreat" (7).  Substantive theory is more pessimistic and views technology as "a nihilistic will to power" and assigns "quasi-magical powers to technology" (7) Feenberg then introduces a third theory, Critical Theory, but also expresses its limitations in its current iteration: Critical Theory "charts a different course between resignation and utopia" by "analyzing the new forms of oppression associated with modern industrialism" (13).   Feenberg feels that critical theory offers an alternative that neither instrumental nor substantive theory offer on their own: "The critical theory of technology implies paradoxically that in certain cases neutrality and bias are not different things, but merely different aspects of a single concrete object" (179).  Critical theory uses a Marxist lens by "analyzing the new forms of oppression associated with modern industrialism" (13).  However, Feenberg is dissatisfied with the lack of actual steps toward bottom-up cultural transformation proposed in Marxist readings.  He states, "Reduced to passive robots at work, the members of industrial society are unlikely to acquire the educational and characterological qualifications for active citizenship" (17) Mr. Andrew Feenberg Looking back at our previous readings in class that contrast essentialism with reconstructionism (as well as instrumentalism with substantivism) gives me more perspective to the point that Feenberg is ultimately trying to make.  Feenberg observes that there are political, social-structure motives to the concept and design of the tools, so that the instruments are only placed in the hands of the workers based on decisions made "higher up."  He argues that the workers should get involved earlier in the process and that the knowledge, or at least the potential knowledge, already exists in workers but is, as yet, untapped.  Feenberg states, "The underlying problem is the reified separation of labor, consumption, and the social decision making in all modern industrial societies.  Given the authoritarian structure of the industrial enterprise, workers have no direct influence on the design of technology…workers are not so much opposed to the advance of technology as they are to a system in which they are the objects rather than the subjects of progress" (191). At first I was a little taken aback when asked to look at technology from this point of view.  After all, I grew up in a capitalist country and work for a large company, and I’ve been happy in my "technology world."  I wondered - should I be worried that I might be blissfully unaware of the influences around me?  But then I stepped back to consider the type of company I work for.  The concept of insurance was based entirely on a socialist structure.  Everyone who purchases property and casualty insurance puts his or her money into a pool to ensure that there is enough money to pay claims, from the unfortunate person who backs into a tree, on up to entire communities whose homes are destroyed by a hurricane or tornado.   The insurance industry is highly regulated by the state and federal governments; premiums can’t be too low because there must be enough money in the pool to pay policyholder claims, and the premiums also can’t be so high that it prevents economically disadvantaged people from being able to afford insurance.  And I’m lucky enough to work for a company that does actively involve associates, agents, and even customers in the selection, piloting, and implementation of technological tools.  Feenberg would approve: "There is something intriguing about the idea of mobilizing the full resources of ordinary people in the technical process, not in opposition to the technical intelligentsia…but in the context of a wide consensus embracing managers, technical specialists, and workers" (160).   However, I realize that I am in the minority; most employees have little say in the technology that they use on the job.  Selfe and Selfe describe a "commodification of information" and point out the inequities of information that is "owned by an author who can protect work with a password and accord privileges to readers according to the relationship and involvement she would like them to have with the text" (434).  They state, "The rhetoric of technology obscures the fact that, within our current education system - even though computers are associated with the potential for great reform - they are not necessarily serving democratic ends" (431). Your insurance premiums pooled together helped rebuild Parkersburg, Iowa after an F5 tornado. So, in answer to my own question, I have been fortunate enough to participate in several of the technology decisions within our department as well as throughout the company.  And no, I don’t feel as though I’ve been "drinking the corporate Kool-aid."  However, as present and future educators, it’s up to us to keep the technology conversation alive.  It takes a revolution of thought to shift the paradigm of thought from top-down to bottom-up democratic technology decisions.  As Feenberg puts it, these are "the inner tensions that open possibilities of progressive development" (170). Julie putting this all together Sources cited: Feenberg, Andrew.  The Critical Theory of Technology.  Oxford University Press (1991). Philosophical Perspectives in Education Part 2, class handout. Cynthia Selfe and Richard Selfe, Jr.  "The Politics of the Interface: Power and Its Exercise in Electronic Contact Zones." Central Works in Technical Communication, Johnson-Eilola, Johndan and Selber, Stuart A., eds.  Oxford University Press, 1994. Resources: http://www.iid.state.ia.us/ http://www.sfu.ca/~andrewf/ http://critical-theory.com/category/journals-and-articles/ Photo credits: Photo 1: Video conferencing room at my company Photo 2: Andrew Feenberg (from his website cited in "Resources" above) Photo 3: Parkersburg, Iowa (hit by F5 tornado), taken by Clayton Chapman Photo 4: Julie Beyerink taken from my laptop camera

Unintended Consequences of Technology - Multitasking As an instructional designer, our class readings on Distance Learning truly piqued my interest.  When I first joined the Learning and Performance department at my company, I was a training specialist.  I traveled to cities all over the country - Portland, Oregon; Sacramento, California; Gainesville, Florida; Raleigh, North Carolina; Harrisburg, Pennsylvania - conducting product and systems training for new underwriters and sales agents.  Although I enjoyed meeting new people and visiting new cities, the time spent away from my family was physically and emotionally draining. So when my company started experimenting with distance learning in 2004, I was very excited to learn the WebEx technology so that I could host training sessions to hundreds of underwriters and agents in remote locations from my office in Des Moines, Iowa.   Gary Natriello observes, "Distance learning offers educational opportunities to students who for one reason or another are physically removed from the source of instruction" (1886).   I still conducted some face-to-face training on site, but was relieved to have at least half of my travel time reduced due to WebEx.  Natriello points out, "Distance learning is growing as a means of delivering training in corporate environments…the percentage of learning delivered through technology increased to 10.5% from 8.4% a year earlier" (1887).   And WebEx is a pretty easy technology to use.  The trainer is able to show presentation materials via a pre-loaded Power Point, and also share her computer’s desktop to demonstrate systems training.  And it’s even easier for the student to use - the learner simply logs in to a website, calls the assigned number, and sits back to listen and watch. However, an unintended consequence of this technology, unfortunately, stems from its ease of use by the learner.   When one is viewing a WebEx presentation, it’s usually passive learning (just watch and listen).   So the temptation to multitask is hard to resist - the learner is sitting at a desk at her computer, after all.   She thinks, "I’m familiar with this part of the presentation, so I’ll just check my e-mail."  Then she checks her calendar.  Then she logs into her corporate website to see if there are any messages.  Then she starts checking Facebook… Multitasking while viewing distance learning is not unique to my company.  The Agile Project Management Group estimates that 90 percent of people participating in virtual training perform at least one other non-meeting-related task while logged into the training session.  And, unfortunately, performing multiple tasks at once usually means that each of those tasks are done at a reduced quality.  Kendra Cherry observes in her article The Cognitive Costs of Multitasking, "Switching from one task to another takes a serious toll on productivity…productivity can be reduced by as much as 40 percent by the mental blocks created when people switch tasks."   Cherry also notes the amount of time lost as the brain switches from one task to another: "Researchers found that participants lost significant amounts of time as they switched between multiple tasks, and lost even more time as the tasks became increasingly complex."  And the financial costs of multitasking can be staggering; Steve Lohr noted in a New York Times article that "the cost of interruptions (multitasking) to the American economy may be as much as $650 billion per year." Well, it’s now 2013, and WebEx technology has improved.   Now that I’m an instructional designer, I’ve been able to develop training that uses tools designed to address the problem of multitasking.  A trainer can conduct online polls, ask learners to virtually "raise their hands"  or "point,"  draw and highlight directly on their computer screens.  The trainer can break participants into groups, assign research topics, and transfer presentation privileges to learners.    The WebEx tools are intended to make the training sessions more interactive and more engaging. Unfortunately, WebEx participants have also become more clever.  They mute their phones; they listen for key words that indicate that a poll or other activity is coming up; they minimize the WebEx screen and view online articles in the background.  Many of these users can’t seem to help themselves when they’re online; Esther Crain observes in MSN’s Healthy Living that "the constant contact when we’re online prompts the release of the brain chemical dopamine, which makes us feel good and crave another dopamine hit."  Between too-busy schedules and borderline internet addictions, participants are becoming even more disengaged from their distance learning sessions. What can be done?  Well, all is not lost.  Building WebEx sessions that use the interactive tools certainly helps.   (Check out this website that introduces new WebEx tools if you have time: http://www.webex.com/lp/fastkit/#) Another tactic (which we’ve had to resort to at my company) is require learners to sit in a conference room and view the WebEx session with their supervisors in the room.   Sending follow-up quizzes that assess learning and require a passing grade also increases participant engagement.  Virtual learning via WebEx has saved my company millions of dollars in travel expenses, so it will be continue to be used when applicable.  So trainers and instructional designers will need to work together to make virtual learning sessions more engaging and fun - and that stay one step ahead of the multitaskers. Resources: Natriello, Gary.  "Modest Changes, Revolutionary Possibilities: Distance Learning and the Future of Education."  Teachers College Record 107:8, 2005. Crain, Esther.  "Is Internet Addiction a Real Thing?"  MSN Healthy Living, online, accessed December 15, 2013.  http://healthyliving.msn.com/health-wellness/is-internet-addiction-a-real-thing Lohr, Steve.  "Slow Down, Multitaskers."  New York Times, online, March 25, 2007.http://www.nytimes.com/2007/03/25/business/25multi.html?pagewanted=all&_r=0 Cherry, Kendra.  "The Cognitive Costs of Multitasking."  Psychology.about.com, online, accessed December 15, 2013. http://psychology.about.com/od/cognitivepsychology/a/costs-of-multitasking.htm www.agilistapm.com.

We’re back from SXSW in Austin, where, among learning about the history of the breakfast taco and trying to navigate the many meeting rooms of the Austin Convention Center, we joined a session on digitally spreading education. Virtual trainers perk up. The panel consisted of four leaders in education, technology and non-profits, and the conversation focused on bringing education to remote and developing areas of the world via technology. Projects For All is a non-profit that sets up Internet-enabled computer huts, called "hello hubs," in underdeveloped communities seeking access to information of all kinds. Project For All got its start in Nigeria but is talking with the city of New York about setting up a hub there, too, since poverty exists everywhere. Katrin MacMillian, founder and director of Projects For All, mentioned in the session at the Austin Convention Center that 131 million people could be lifted out of poverty if given access to basic education skills. She and her business partner, Roland Wells, who leads the technical side of Projects For All, noted, however, that their approach to spreading education is based on working with communities rather than coming in and telling communities what they need. For example, MacMillian gathered a group of women to ask them what information they want to seek. She asked the women to bring one question to her "ask the Internet" session. The first query a lot of women asked was how to serve their husbands - so MacMillian showed them how to research it, and the women discussed what they found. Then other discussion questions starting flowing. What’s Rome? Do they have a fifth-grade lesson plan on the Internet? Indeed, the Internet did - so they downloaded it. Under this model of helping communities help themselves, communities are empowered to research solutions to the problems plaguing them, so they can fix them on their own, too. The hubs set up by Projects For All are not only put into communities as research centers for anything and everything, but the organization also teaches locals to maintain the hubs, making the communities completely self-sufficient. Technology continues to make education more accessible worldwide, no matter the level of learning. As part of the GoToTraining team, it was refreshing to take a step back from our world, where online learning often means hosting product trainings or human resources processes online, and think about the impact an online learning opportunity can have on a life and a community. Access to information, no matter the location, empowers everyone, no matter what information they seek. Photo credit: Katelyn deDiego