If you want to spread WOL in your organization, consider this

Bosch & Daimler quickly recognized they would need help. The grassroots WOL movements they built had taken root, leading to support from management including board members. But how could they scale?

One element of their strategy is to train WOL Mentors, internal people who can support and spread Circles. The first certification workshop, which took place over a year ago, was something of an experiment. The training has evolved since then, and now you can participate in the best version yet.

The main idea

The point of WOL Mentor Training is to equip you to build a WOL movement in your organization. That includes giving you insights and material to help you support Circles. What are common challenges? How do you deal with  them? How do you integrate Mentors into your WOL community? The training also includes access to the new WOL Video Library, where you’ll find resources to help you deliver WOL talks and workshops. 

With this “train the trainer” approach, you can develop an internal capability that allows you to scale your WOL movement.

Next Session: March 5-6 in Berlin

This first public two-day workshop is organized and delivered by Kluge Consulting, and will be in German. (Sabine & Alexander Kluge are good friends as well as two of the first WOL Coaches.) Because individuals from multiple companies will join, Mentors will learn from each other too, through exchanging approaches and implementation innovations. You can find information about content, logistics, and costs of the training here.

Of course, you don’t need a Certificate to spread WOL. But as the Working Out Loud community has grown and more companies are spreading Circles, there’s a lot we’ve all learned about how to do it well. Mentor Training is the best way we know to tap into that learning, to accelerate and scale the change you want to deliver to your organization.

A workshop for 550 engineers

I was nervous about this one. Although I’ve delivered workshops before, the crowds have ranged from 25 to 100 people or so. This would be five times the largest one. An even bigger challenge would be that they were engineers at Bosch, responsible for manufacturing and logistics in plants around the world. Not a typical WOL audience.

Here’s how it went.

The talk

I was to open the second day. The attendees had already heard from speakers who talked about innovation and technology trends. Bernd Häuser, the senior vice president responsible for manufacturing at Bosch, was the man responsible for making WOL part of the conference. He introduced Working Out Loud as “something practical,” something they could each apply themselves.

My talk usually covers the basic questions:

  • What is Working Out Loud?
  • What are the benefits?
  • How does it spread?
  • Who else is doing it and why?

But I adapt each talk depending on the audience. For this group of engineers, I focused on how Working Out Loud can help you be more effective, giving you access to more knowledge while accelerating the rate of innovation and continuous improvement. 

I also sought to demystify the practice, telling stories about engineers as diverse (and as old) as Alexander Humboldt and W. Edwards Deming, showing how even they were proponents of elements of Working Out Loud. Towards the end, I gave examples of how WOL Circles are spreading in other engineering companies.

“Now it’s your turn,” I said.

The workshop

We had prepared tables at the back of the huge auditorium, and asked everyone to form into groups of five, preferably with people they didn’t already work with. I was joined by Sabine Kluge from Siemens, Katharina Krentz who introduced WOL at Bosch, and Bosch’s WOL co-creation team. (The team is comprised of remarkable volunteers who want to contribute to spreading the practice. You can read more about their work here and watch it here.)

The plan was that, together with Sabine and Katha, I would guide the 110 groups through WOL Circle exercises from Weeks 1 and 2. But the three of us weren’t convinced this would work. What if they took too long to self-organize? What if they thought the process was too “soft”? What if we lost their attention or never got it to begin with?

The results

We needn’t have worried. The crowd had already been together for a day, and they were eager for more interaction and connection. I gave brief instructions before each exercise, and Sabine and Katha offered their own insights. While the Circles were working, the co-creation team would walk around the room and offer “micro-coaching” to answer questions or clarify things. 

The room was buzzing. We began with an exercise Sabine suggested which immediately helped the Circle members to relate to each other and feel comfortable. Then they went on to share their individual goals, write down lists of people related to those goals, and offer contributions right there in the room.

The last step was to offer them the chance to keep going. “You have already experienced what it’s like to be in a Circle,” I said. “Now you can continue that experience after the conference. It’s as easy as writing your email address on a piece of paper.”

200 people signed up.

Afterwards, we all breathed a sigh of relief, and we talked about what worked and what could be better. Perhaps the best thing about the workshop, beyond the level of engagement and the number of new Circle members, was that we were able to reach people in the core business from around the world, including senior management.

“This is an important milestone for us,” Katha said. “We reached a new level.”