The Lifelong Learner In All Of Us

The Lifelong Learner In All Of Us

by | Aug 4, 2021 | Blog

While searching for a high-school graduation gift this summer, I came across a book called, “Learn Like a Pro, Science-based tools to become better at anything.” Primarily a guidebook for students about how to learn, study and prepare for tests, it also has application for all who desire maximizing their learning abilities regardless of age.

The authors, Barbara Oakley and Olav Schewe, are university professors who share their failures along the way and how they transformed themselves into skilled learners.

As a PR professional for an award-winning PR and marketing agency, I wanted to give this book a “test drive” to see if it could help me in my own work, as well as provide colleagues with best practices.

One of the methods they recommend is the Pomodoro Technique, where an individual sets aside e-mail, mobile phones and other distractions for 25 minutes of uninterrupted study or work. The technique avails itself of the focused mode of learning, where the brain tackles an assignment or problem intently. After the focused period, the doer takes a five-minute break so that the diffuse mode of learning can continue working in the background while the person listens to music, takes a walk, gets a snack, etc. The idea is to rinse and repeat. The diffuse mode, incidentally, is the part of the brain that spurs creativity.

Focused and diffuse modes of learning help build connections between neurons, the brain’s building blocks. The links between neurons are synapses. The stronger the neural connections, the stronger knowledge, understanding and insights take root in long-term memory.

Exercise also plays a part in these neural connections because it produces a substance called brain-derived neurotrophic factor BDNF, a type of fertilizer for the brain.

The Pomodoro Technique may even mitigate procrastination by giving the user a set amount of time to focus intently on a task with a built-in reward at the end of the period. For those struggling with a particular task, like an essay or math problem, stepping away to do something else allows the diffuse mode to continue pondering the issue at hand. Often, new ideas emerge in our brains when we return to that task.

In a new business presentation, for example, the authors might recommend that team members review materials for one hour a day, every other day, in the week before presenting. The breaks allow the diffuse mode to do its thing. As that presentation day approaches, reviewing materials and rehearsing the presentation grow in frequency.

For the chapters on self-discipline and motivation, who better to reference than Theodore Roosevelt to make their points. In 1912, the former President sustained a bullet wound by a would-be assassin in Milwaukee. The shot missed Roosevelt’s vital organs, and while still bleeding, he continued speaking for over 90 minutes! Roosevelt, from a young age, pushed himself to read, study and exercise at a breath-taking pace. He is said to have read one book a day during his eight years in the White House.

Their point is that not everyone has self-discipline or that type of sheer will. But there are ways to improve one’s chances of success at assignments and getting things done.

The way to do it is by limiting the distractions and temptations that require such self-discipline in the first place.  Again, removing mobile phones during focused work, limiting the distractions on one’s desk and workspace are great starts.

To be deep learners, the authors have several recommendations while reading books and other materials: The first is to skim a book chapter or white paper for section headings, executive summaries, graphics and bold-faced copy to get a feel for the material. Later, with focused reading, it’s important to turn your gaze away every few pages to engage in a method called recall (or retrieval), which entails summarizing, in one’s own words, what has been learned. Studies suggest this method of reading breeds greater retention than reading materials repeatedly, where the strong neural connections often don’t form because one hasn’t really absorbed the material.

To aid in this process, the authors recommend taking notes on the right 2/3 of a notebook, leaving the left 1/3 to summarize key words and thoughts later in the day. This helps in the recall/retrieval process.

Another area impacting effective learning and time management is the writing and editing process. The authors assert not to confuse the two. When one is writing, one ought to pour one’s heart into writing without worrying about everything being perfect. It’s essential to get thoughts on paper and digital screen. The editing process takes place later and is more effective as its own discipline.

Setting process, milestone and long-term goals also go a long way to sowing a path to success. To establish goals and fulfill them, one must develop good habits and weed out the bad ones. This exercise can be accomplished by finding the triggers to bad habits and resetting them so that there are positive cues and then rewards at the end of the tunnel.

That’s all for now. My Pomodoro session has now concluded, and it’s time for a break.

How To Plan Communications For Your Next Crisis

by | Jun 23, 2021 | Blog

A recent cyberattack on a fuel pipeline has hospital and health system officials rethinking what they need to do better to protect their own networks from breaches and the huge consequences that can result.

For communications professionals at such institutions, rehearsing such crisis scenarios and what should follow can be the difference between saving a reputation or seeing it destroyed.

The ability to respond promptly to disasters or damaging reports can build confidence in constituents that the organization is on top of the crisis and is a leader in its sector.

One thing to consider is that crisis plans should make very clear who is responsible for what. Here are some suggestions to keep in mind:

Prepare in advance with inputs from the organization’s functional areas. The time to plan for a crisis is long before it hits. A well- thought-out crisis plan is designed to help an organization communicate internally and externally with clear, succinct, and timely direction.

The goal is to minimize confusion and maintain confidence amidst whatever crisis may occur. Opinions vary and emotions are strong when the stakes are high, the book Crucial Conversations tells us. The time for addressing conflicting perspectives is in the preparation phase of a crisis plan, not during the crisis itself.  While there will undoubtedly be differences of opinion in one’s approach depending on the circumstances, a detailed plan rehearsed with key players and influencers can minimize disruption when things get tense. Still, even if things get heated, the book’s authors tell us to leverage the power of dialogue with absolute candor and deep respect for others’ viewpoints to realize the desired goals.

Identify stakeholders. Designing an effective crisis management plan also requires an understanding of stakeholders and their roles. Stakeholders are all those who have an interest in the outcome. For a health system, the list is generally long and can include patients, governments, administrators, board members, and clinicians. Each might need slightly different things during a crisis, which is why each stakeholder should be considered a separate audience.

Identify a communications chain of command. Crisis plans should – in advance – identify all of those who will be involved with managing a crisis, what areas they are responsible for and who is ultimately responsible for making decisions. Then, all of those involved should receive the training they need to be effective in their roles. For example, specialists from all functional areas of the organization should be available to lend their expertise should the need arise, and executive spokespeople should receive media training.

Create real-world tools that can be modified later. One of the most valuable things to have in a crisis is a head start. Messaging, scripts, and spokespeople should be prepared in advance. The communications team or the company’s PR firm can later assist in adapting standard scripts to specific situations based on the event and fallout.

Ensure that crisis management messaging addresses various aspects of the crisis. When communicating bad news or another type of crisis, it is imperative that the organization’s spokespersons do the following:

Elaborate with the “what” – explain what happened with concise language, together with the organization’s position on the issue

Educate with the “how” – explain how audiences should respond to the situation and how the organization is responding

Engage with the “why” – explain the impact the situation has on operations so that impacts are not blown out of proportion

By giving thoughtful consideration to the development of a crisis management plan, organizations are more likely to be able to recover from bad news. In some cases, they might even exit the crisis with stronger brand relationships.