ROI

Catalog of Available Courses and Workshops

Below are the titles of seven online courses and/or workshops that are available from Lowther7, LLC Catalog descriptions, learning objectives, and details for each are provided separately following this listing.

Creating Successful Talent Within Your Firm

Available online or by appointment.

Embracing Sustainability in the Workplace

Online only - Instructor-led.

Simple LMS for Firms and Associations

Available online or by appointment.

Cyber Security for Small Businesses

Available online or by appointment.

Overview of Managing Projects

Available online or by appointment.

Developing Online Courses

By appointment only - Instructor-led.

Introduction to Digital & Social Media Marketing

By appointment only - Instructor-led.

Contact us about your workshop questions today; we're happy to help!

Creating Successful Talent Within Your Firm

Description:

This workshop provides practical approaches and tools addressing your firm’s professional talent development challenges. Using a 7 step methodology we will address the why, how, and what to do for staffing development. The workshop will cover areas such as graduate development curriculum, technical skills, client presentations, project management, leadership development, and on-boarding, as well as requirements for licensure and certifications. This workshop addressed the "how-to's" about developing and implementing an effective internal firm-wide, professional training and development program.

Knowledge Level:

This program is structure for Practitioners and Advanced levels. This program is for everyone within the firm responsible for effectively matching people to resources needed to achieve the team member’s professional goals while achieving the firm’s strategic and business goals.

Course Design:

This 8 hour workshop is designed to be delivered on-site. This program has been successfully delivered in a firm with multiple offices using a blended delivery approach. The program allows for Q&A and includes a personalized plan of action.

Learning Objectives:

At the end of this program you will be able to:
1. Identify 2 performance elements of your in-house education program in terms of the firm's strategic and business goals.
2. Determine appropriate development method(s) of your firm’s unique technical or design educational content to advance your firms agenda.
3. Differentiate the most effective delivery method(s) for your firm’s top development priority.
4. Define 4 criteria for use of a master evaluation tool that will guide you in continuously improving your program.

This Course is recommended for:

* Individuals and project teams to supplement a design firm's internal curriculum.

Faculty:

Thom Lowther, Ed.S. Has been involved with the professional development of A/E and design professionals for more than 20 years. Thom is currently the owner and CEO of Lowther7, LLC, a small Veteran owned training and consulting firm. Thom has served as the Senior Director of the American Institute of Architects (AIA) Continuing Education System (CES). He managed the AIA/CES Firm Leadership Symposium series and the AIA/CES Award of Excellence program. He served as staff liaison on the Advisory Panel for Professional Development of the Union of International Architects. With the AIA, Thom worked with 43 state licensing boards to establish mandatory continuing education requirements for architects and engineers. As Vice President of Education at the U.S. Green Building Council, he was responsible for the oversight of LEED related education for design professionals. Following the USGBC Thom was the Americas Region, Learning and Development Associate with the global engineering and design firm, Arup. Thom is a contributing author to the PSMJ Resources monthly newsletter and a Jury member for the 2015 & 2016 LearningElite Awards sponsored by CLO Media.

On-site minimum of 10 participants required to book this workshop.
Contact us about your workshop questions today; we're happy to help!

Simple LMS for Firms and Associations

Many LMS systems add confusion

Description

The Simple LMS is based on the philosophy: start as simply as possible and grow as needed with just the features and structures needed. Thus, the Simple LMS is a bare­bones LMS system created on a capable and scalable CMS (Content Management System) platform.

A simple LMS can be built on Drupal 7, and so has hundreds of available modules that can be easily added, as needed, for functionality and expansion. Drupal is also easy to customize (using PHP and CSS) for features and functions that are too custom to be already available as modules.

This start-­simple philosophy assumes that three areas will all be growing and developing together, over time, at a rate dictated by the will and resources of the company:

  • the development of in-­house custom courses and materials;
  • the development of in­-house staff dedicated to staff development and company learning; and
  • the development of company policies, learning metrics, and process for learning paths.

Starting as simply as possible means that the company’s needs and direction will determine the growth and development of the LMS to match.

Knowledge Level:

This course is intended as introductory, and does not include any tutorial content for using specific LMS.

Program Design:

This instructor led session is designed to be delivered on-line in a 1 hour time frame, or in-person in a 1.5 hour interactive format. While there will be time for questions about specific networks, the focus will be on understanding the fundamentals, functions, comparing and contrasting various networks.

Learning Objectives:

At the end of this program you will be able to:

1. List pro's and con's between a simple LMS and a feature-loaded LMS.

2. Explain the difference between SCORM import and export capabilities.

3. Outline a LMS policy for your organization with reasons for each decision.

4. Complete research for designing a simple LMS for your organization.

This Course is Recommended:

• Available online for individuals or small work teams.
• For Regional, State or local association events.
• To support a firm's or organization's internal curriculum.

No participant minimum required to book this session.

Faculty

Katin Imes is an experienced software developer, project manager, and a UX/systems designer. His passion and mission is creating access to the skills, tools, and knowledge that let people thrive in the Information Age. Specialties include: social networking software systems, online courses and LMS (Learning Management Systems), CMS (content management systems), online communities, e-commerce, Drupal, and Open Source. He has developed and managed web systems since 1996, the earliest days of the web, including server operations, hosting, security and encryption, e-commerce, and advanced back-end functionality.

Contact us about your session questions today; we're happy to help!

Overlooked Internal Training Sources for A/E Firms

Use Professional Presentations for Internal Development

This summer I was reading a firm’s internal newsletter and noticed that there were at least sixteen instances of the firm's staff providing presentations and white papers at a variety of fall, national and international conferences and workshops. Some of the professional associations that were hosting these events would be recording the presentations. In a few instances these recorded presentations would later be converted to recordings or webinars and sold for a profit by the association or organization.

Having worked with associations for many years I realize that some associations rely upon the professional members to give back to the profession by sharing their knowledge. I believe that this is a great service and I encourage professionals to share their knowledge and research with the industry that they represent. This knowledge sharing process has been going on for decades with the A/E industry. It has been a win-win for the professional and the association. The professional is provided a platform upon which she/he can share their knowledge, research and opinions. The association wins by being viewed as a reliable source of knowledge within the industry, and in some cases receiving a revenue source for providing seminars, workshops, recording and webinars to the profession.

The source of the knowledge most certainly comes from the professionals and the firm that support the research and experience. The winners here are usually those professionals who sit in attendance during the conference or workshop or who later purchase the video or webinar. What is so often missed – the professional’s presentation that is recorded at a conference for future redistribution and sales is not captured by the very firm that supports the professional’s research and experience in the first place. To add to the problem, the firm usually has to pay additional fees for their other employee members who want to hear or view the recorded presentation given by their fellow employee. In other words, firm end up paying the association for a copy of the recording or webinar that was provided by their own employee.

Professional development within an A/E firms has evolved during the past decade. It is time to re-think how A/E firms share and distribute their intellectual property with professional associations. I offer two suggestions to this dilemma.

One, the firm’s legal department should create a contract that predetermines use, sale and resale of related material of any presentation that is recorded by an association or hosting organization. If the original presentation is going to be recorded and used in any way as a revenue source for the association or hosting organization, then at a minimum a copy of the presentation should be provided to the firm for its own internal use and training.

A second option, the firm could record the presentation themselves and copyright the material. They could then distribute the material internally for reuse, internal training and sharing of select material with their clients. By copyrighting the presentations the firm could shape how the material might be used or redistributed by another organization at a later date. .

Architectural Research Associates

A Traditional Approach to Mentoring

Flickr photo by Nantucket Historical Association

A mentoring program, as most professional development specialist would agree is generally built upon a pairing or matching of a mentor and mentee. A mentoring program is generally successful when the mentor is able to share, convey, teach and/or impart their knowledge or skills to the mentee. Historically the mentoring program grew from the concept of the apprenticeship where the master of a trade would impart their knowledge and skill to the apprentice. In many situations this is a very informal, loose understanding between two parties, the mentor and mentee. You are likely to find this scenario within a small office or across a profession with similar issues.

Creating a formal mentoring structure gets more complicate but the rewards can be great if the program is planned, designed and implemented well. Within a firm that structures such a program the firm may title such activities as a mentoring program, an internship, or even an intern development program (IDP). Some associations representing an industry or profession have similar programs. Some of the general benefits may be involvement of senior leadership and growth and development of the emerging professionals. For firms this may lead to better internal communications, improved retention and recruitment of staff, and a better return on financial investments of the human resource budgets.

The intent of a well planned mentoring program is to identify key leaders (mentors) that are willing to share their knowledge and time with the next level of potential leaders (mentees). A well designed program will set a framework and provide guidelines that participants use when participating in such a program. A well designed mentoring program allows for the mentor and mentee establishing goals and expected leaning outcomes from the experience. A successful mentoring program can be a win – win –win for everyone, the mentor, the mentee, and the organization that supports the program.

A Situational Approach to Mentoring in a Firm

There are several advantages for a firm to build, develop and maintain a mentoring program. The advantages are many and some obvious. Among the reasons for a implementing a mentoring program, expanding the skills of your staff, improved recruitment, retention, and return on investment (ROI). So why do so many firm choose not to implement a mentoring program? Size of the firm may be one factor. However, you really can implement a mentoring program with just two staff – at least a traditional mentoring format. Larger firms of 20, 50, 100 or more have the staff but too often they are concerned that the process takes time (translated – money) and it does, but so does the traditional route of staff training. Finally, a firm may not have anyone knowledgeable enough about how to set up, organize, and run a mentoring program. This leaves them three primary options: assignment to the HR staff function; assign to the program to a professional practice committee; or hire a part-time consultant to run the program.

Taking a firm mentoring program to a higher level – beyond that of the traditional pairing approach - does require a knowledgeable HR manager at the operationally level, or a committed professional practice committee, or an experienced consultant. The foundation to situational mentoring is built upon the management concept of situational leadership, developed by Paul Hersey and Ken Blanchard. A successful mentoring program requires that a mentor is able to share, convey, teach and/or impart their knowledge or skills to the mentee. The core of the Blanchard model, Situational Leadership II, highlights four primary leadership delivery styles: directive, coaching, supportive, and delegating. Like any good leader, the mentor is likely to be most effective in one or two delivery styles and less so in the others. A practical strength of situational leadership is that it also takes into consideration the development level of the subordinate, or in this case the mentee. Using a four step sliding scale the mentee is rated on competence and commitment.

To build a situational mentoring program think in terms of a social networking format structure, pairing the best or most knowledgeable mentor at the right time and in the right situation when the mentee has the most need or desire to learn. A mentoring program within a firm takes on and becomes part of the firm culture. A mentoring program is not an add-on program and should not be treated as such. Coordinating the program is not an easy assignment but it is critical to the program’s success. Whoever is assigned to manage the program should have the conceptual and personal skills that will be necessary to correctly match mentors with mentees at the appropriate times and under the right situations. Remember, the win – win of situational mentoring comes when the mentor uses his or her most effective delivery style matched correctly to the level of development of the mentee at the time of need.

http://en.wikipedia.org/wiki/Situational_leadership_theory

Free Learning & Development Resources - 7 Tips

Open Source Education

For those of you in the A/E design profession who have difficulty finding free time during a 24/7 work week consider a free, on-demand, learning–in-the-moment approach to supplement your formal training and on-the-job experience. There are a variety of free online resources available to you. Here are some great tricks and online resources for developing your own, personal professional learning skills and development.

7 Tips to Getting Started:
1. Formulate what you need to know. This is called your learning objective and can be revised as you go, but take your best shot when you begin. (Tip: Start with your annual training objectives).
2. Use search engines like Google, Bing, Yahoo, and YouTube (the largest source of online learning) to find three kinds of information: specific, general, and connected.
3. Use search engines to find tutorials, ebooks, online courses and classes – the obvious. But also search and locate online communities (blogs, forums, associations, white papers and chat rooms).
4. Evaluate each resource that you encounter to determine if they relate or are connected to your learning objectives.
5. Organize your information for reading and assembly. If you are learning something that takes longer than a day, you can use free websites like All My Faves and Symbaloo to organize and group your links, and then retrieve them with one click.
6. Read, take notes, and learn the way you learn best.
7. If you have a certificate, membership or license -MCE requirements be sure to record and track your progress. You can do this for free in an EXCEL file or for those of you with a state license and who are willing to pay a little for convenience and due date reminders try AECredentialing.

7 Options of Open Source Courses…..

Coursera:
Outstanding engineering related college-courses from universities like Duke University, Rice University, Escole Polytechnique Federale de Lausanne, University of Pittsburgh, and Princeton.

Class Central:
A gateway to a variety of online and self-paced courses offered by Stanford, MIT, Harvard, Berkley, Udacity, and Courses.

MIT OpenCourseWare:
Free Online courses from MIT in energy, transportation, environment, business and others areas.

Open Culture – 625 Free Online courses:
625 Free online and self-paced courses offered by Harvard, UC Berkley,
MIT, Carnegie Mellon, and Stanford, that include the sciences, computers, Engineering (Mechanical, Civil & Electrical), Environmental, and basic business.

Ted Conference Videos:
Best for exposure and finding things to learn more about online. Inspirational, informative, cutting edgue and less than 20 minutes long.

YouTube/EDU:
YouTube really now functions as a video search engine, and so you can find much more to learn and see on YouTube than just the EDU area. However, this area has been tuned and curated just for good educational content on traditional subjects.

Today I Found Out:
Daily essays of well-researched interesting topics.

I would like to offer a special thanks to Katin Imes at Expedition 21 Media, Inc. for content suggestions.

The International Learning Unit (ILU) holds new relevancy in the age of the Internet

Flickr Photo by by epSos.de

As almost everyone who works in the field of continuing education, professional development or organizational development knows - the continuing education unit (CEU) was the model for measurement most frequently used during the 20th century. This time based model worked well in the industrial age. Unfortunately the CEU model hasn’t changed, nor has it kept up to date while our global cultures have changed. So what can improve, update or replace the CEU? The International Learning Unit (ILU) developed in the 21st century to address the changing needs of continuing and professional education in the age of the Internet.

According to Wikipedia the “International Learning Unit (ILU)” is an outcome based measurement of learning designed for lifelong learning activities. The ILU is a competency based approach to measuring learning education courses. The ILU is an alternative measurement and standard to the time based measured courses. The ILU measurement can be used to provide evidence of completion of continuing education requirements mandated by certification bodies, professional societies, or governmental licensing boards.

The ILU was designed for the needs of the 21st century. Instead of recording seat time in class the ILU measures the knowledge and skills of the participants. The ILU adopts well to web based education that has begun to warp, change, and reshape time as it relates to learning. Unfortunately all of the rules and laws are currently written measuring the professionals success in time spent at the event. Does this still make sense in your continuing education or certification program to measure seat time – when there might not even be a seat used? Isn’t it time to adapt the International Learning Unit?

A Key 5 ROI: Unifying Marketing and Promotion thru Social Media

Flickr photo by UW Digital Collections

Last February one of our staff, Jacob Robinson convinced me and several others that we should join him and several marketing and sales folks from FedEx Services for dinner at a local Georgetown restaurant. As it turned out, not only was it a great dinner but perhaps one of the more significant business learning experiences that I have been exposed to in a long time. The social conversation turned from advertisements during the Super Bowl to exposure to the type of information and education that many senior executives would pay handsome sums to experience. Our host for the evening was William Margaritis, Senior VP Global Communication & Investor Relations, FedEx. FedEx has been regularly ranked in the top 10 on the FORTUNE magazine “World’s Most Admired Companies” and “Best Places to Work.” Under his leadership, the FedEx communications program has been recognized as “best-of class” in the discipline of reputation management.

Blog contribution by Jacob Robinson, Curriculum Development Manager at the Green Education Foundation.

Social media has become a buzz term that we hear talked about in our offices and see written about in news and blogs nearly every day for the past couple of years. “How to Maximize Social Media in Your Firm” or association or something similar is a common title for blogs and articles that seek to provide strategies on embracing social media in a holistic and meaningful way. Yes, social media is in. It’s hip. Everyone is talking about it and everyone is doing it. In other words, “If you’re not there; you’re noticeably absent,” as a 2010 study by FedEx Corporation stated. Companies and organizations everywhere on the planet are participating in social media in one way or another, with many continually increasing their annual budgets for such programs in both external and internal communications.

However, be wary of the rewarding temptation to only use social media as a promotional tool; while you may see an ROI of views, retweets, and hits, this limiting output could put your company at risk of relying too much on brand. As companies like FedEx and Southwest Airlines are successfully showing best results come from fully integrating social media into your promotions and your marketing business plan. Even for smaller organizations, it is paramount to understand that social media is a two-way street, whether B2C or B2B, your level of engagement (including follow-ups to posts and tweets) is a key factor to successful implementation. With social media, you have at your hands a powerful set of tools to show the world the culture of your business, not just what products and services your business provides, but who you are as an organization. Through these means, you can effectively promote your education program and build brand reputation leading to customer loyalty and business strength.

I want to end by first thanking Mr. Margaritis for a wonderful evening, both entertaining and educational. You have an excellent sales and marketing staff in the DC area. And next, I would like to thank Jacob Robinson for writing this blog and convincing me that the business dinner would be much more valuable than just food and wine. Best of luck Jacob on your new position!

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