Cory remembers his first visit to Pittsburgh, PA with his wife, Michelle. “One of my first memories of Five Star is when I came to visit Dave and Lou. It was my first trip to Pittsburgh. Michelle was with me, and we got a tour of the city. Dave showed me where our offices would be. Soon after, I remember climbing through the duct work running network cables. One of my first jobs was painting. It was an adventure.”

Cory joined Dave and Lou as a programmer. “My first project was the Visa Bankcard Business School. This was the first iteration of the School, which continues running today. This project was well-received and garnered a lot of respect for Five Star’s services and the continued engagement that we have with Visa today.” Cory’s first project involved putting together a week-long program where learners played the role of bank consultants, making decisions based on market conditions and various models. Cory’s role was developing the fun-themed multimedia components of the session. “At the time, we also put together a video for the final night that included clips of all the activities that took place during the week. We were editing into the wee hours of the night using Macromedia Director. We received really good feedback.” The Bankcard Management School continues to run annually in both the US and the UK and has evolved to provide real-time competition for the learners. “Today, we use servers that run throughout the event, saving data along the way. Since the first iteration, the end-users’ experiences are the same, but the technology has enhanced the ability to run the competition live and even change the conditions and models on the fly.”

“I’m an idealist. I don’t know where I’m going, but I’m on my way.” –Carl Sandburg

Cory has come a long way since his early days of editing video in the middle of the night for the Bankcard Business School. Since then, Cory has worked hard to become a Microsoft Certified Solutions Developer (MCSD). Today, Cory is the Director of Research & Technology. In this position, Cory is responsible for the infrastructure used throughout the entire organization. Although he enjoys this role, he still likes to work on software development whenever he gets the chance. A true gamer at heart, Cory even influenced the company policy in which games can be played during lunch hour and after hours; and his favorite … Halo 3.

When he’s not overseeing Five Star’s infrastructure and enhancing their operability, Cory loves spending time with Michelle and his children. “I wouldn’t give up quality time with my family for anything. Collectively we have a lot of shared favorites; video and board games, puzzles, Lego creations, and cooking together to name a few.” Cory’s chocolate peppermint cookies have even become an all-time favorite at Five Star.

Although almost impossible to pick one, Cory’s favorite movie is The Matrix. Five Star employees can remember watching Neo face Smith in the final battle to decide the fate of mankind, in The Matrix Revolutions, with Cory on its opening day in November 2003. Thanks to Cory’s request, Dave and Lou closed the doors for a company-wide matinee.

As Cory looks toward the future, he is optimistic about the opportunities available, and would like to continue focusing his work on creating new, cutting edge applications. Through his hard work, his continuous professional development, and dedication to the Five Star and its clients, Cory has become “the” model employee at Five Star.

Over the last two years, the Five Star team has partnered with one of our clients to design, develop, and implement a global document publications portal. On Wednesday April 21st, a great milestone was reached – the portal was officially launched to a global audience!

This portal leverages XML technology and enables the on-the-fly creation and storage of customized standard operating regulations. By implementing this portal, our client will reap the following cost and time savings benefits.

1. The portal eliminates the need to print large volumes of paper-based materials that traditionally were distributed to users around the world. It also provides significant savings each year by eliminating the printing costs. Moreover, the portal supports their commitment to preserving the environment and sustainability.
2. The portal enables the creation and customization of streamlined manuals that address the specific requirements of each end-user. As a result, users are no longer burdened by the process of leafing through thousands of pages of documentation to find only the handful of pages that are applicable to them.
3. The portal positions our client for just-in-time updating and publishing of operating regulations. Previously, they were limited to publishing regulation updates twice a year due to the requirements of developing, designing, publishing, printing, and distributing printed materials.
4. The portal provides a distinct competitive advantage by providing a value-added service.

These are just a few of the many benefits our client expects to achieve through the publishing portal. Learn more about our custom technology and application development services.

Let’s take a walk down memory lane and see what has changed, and what has stood the test of time.

Over the years, Five Star has evolved from a development company where “training and technology meet” to a performance consultancy who designs solutions to create high-performance organizations. As we evolved, so did technology, learning solutions, and the way we work. Back in 1997, the Internet was just beginning to integrate into the workplace. Cell phones were used only to make phone calls, and corporate web sites and learning sites were just being launched. Windows 95 dominated our desktops.

Today, IM and text messaging are required to seal deals and stay on top of your work. Cell phones are “smart,” much smaller, and used not only to make calls, but also to take pictures and videos, listen to your favorite tunes, and download the latest app to provide moment-of-need learning. We’re upgrading our desktops, laptops, and netbooks to Windows 7, and we’re carrying iPods, Kindles, laptops, and iPads. In 1997, we believed that in the future, work could be done at any time, from any place, and today we are in fact doing it!

From a training and performance perspective, computer-based training (CBT) was one of the buzzwords for 1997 and the newest delivery method for learning was CD-ROMs. Everyone was converting content to CBTs. Learners could take these courses by plopping a CD-ROM into a disk drive and dedicating 8 hours to train on-the-job. Developing these courses could take up to a year, from creating paper-based storyboards to final implementation. Applications were not as sophisticated as they are today, and developers spent a lot of time figuring out the code to program specific features, like simple tracking and roll-overs.

We’ve come a long way since then.

Since then, we’ve migrated to elearning, mlearning, performance support tools, learning through social media, and blending all of these delivery methods with the tried and true method of instructor-led training. We’ve learned that there is more to learning than just converting to a new delivery method. Training courses have gone from 4-8 hours to a maximum of one hour. Today, content is chunked in smaller segments, allowing learners to train in 10-15 minute increments. Content is even being Tweeted.

Since 1997, we’ve reduced the development process cycle-time on projects from 1 year to 1-2 months. The advancement in technology is a key contributor. Technology has enabled designers to build course assets during the scripting phase, eliminating paper-based storyboards and additional developer time. Moreover, it has enabled instructional designers, graphic designers, and developers to cross over the various functional areas to create training and performance support materials faster than ever.

Just as there have been many changes over the last 13 years, we’ve also seen some constants that have stood the test of time.

1. Know your audience and don’t forget the fundamentals of good learning.
   One enduring truth we have discovered is that no matter what the delivery method is, or how long it takes to develop a program, a quality program must follow adult learning principles and a sound instructional design methodology; one that begins with a goal and terminal objectives, and content, interactions, and evaluations are built based on the goal and objectives. The key is identifying what you want the learner to be able to do as a result of the training and performance support, and design it to reach that outcome.
2. Use technology effectively.
   From the technology side, having a breadth of knowledge of the existing tools and the ability to continue expanding skills as new tools become available has proven to be a constant for developers. Like the developers of 1997, developers of 2010 need to be resourceful, and use technology effectively.

Remember to Make it REAL!

Through 13 years of technology and learning solutions, we’ve certainly experienced many changes in the industry and look forward to drive what’s in store for the future. As technology focuses on the ability to seamlessly connect with other systems, we’ll see applications interacting with other services more and more. What does that mean from a learning perspective? It means that learners will be able to access information to help them do their jobs more easily, when they need it, and how they need; whether it’s from the palm of their hand or even from a virtual 3-D mentor standing next to them at a work site. Designers, like developers, need to continue to be flexible and creative in how they use future delivery methods, yet remember the “real” basics to ensure that learning is achievable through the use of these new technologies.

• Readiness: Adults learn when they see a reason to do so.
• Experience: Adults have prior knowledge.
• Autonomy: Adults want to be in control of their learning.
• Linkage: Adults want opportunities to make connections to what they learn to what they do on the job.

As future technologies could enable virtual mentors and simulated experiences to become more and more real, we are committed to designing instruction in a REAL way, making it learner-focused and performance-based. In addition, we are committed to helping our clients do the same through resources like the Make it REAL- Instructional Design for Improved Performance Workshop.

As we have partnered with clients to help them successfully implement many different types of technologies and systems, we have incorporated several key best practices into the overall solution. In this article, we will present two of these best practices and some practical recommendations you can implement.

Best Practice #1 – Stop thinking that technology implementations are just IT projects, and start thinking of them as people projects.

There’s no doubt that technology implementations are time and resource intensive. They take months/years of planning and preparation, the involvement of many people, and thousands or even millions of dollars to implement. Yet, too often the role that people have in the ultimate success of these projects is left overlooked. In fact, we would argue that the role that people have in the ultimate success of implementations far outweighs all other factors. People matter, plain and simple. If the people expected to use a new technology are unmotivated to use it, uninformed on why it’s important, and inadequately trained, there will be resistance for any new technology.

To achieve success in implementing new technology, it is critical that a strategy for engaging, informing, and training people be given higher priority than it typically receives. In our experience and research, we have found that the budgets allocated to support the people side of implementations are usually around five to ten percent of the total budget. However, research from Baylor University suggests that organizations should be investing ten to fifteen percent of their budgets for change management, communication, and training. This increase in investment has been found to increase an organizations overall chance of a successful implementation to 80%!

Best Practice #2 – Identify and engage an Executive Sponsor throughout the entire project.

Perhaps you have heard this story before. A small team of people (usually Senior Executives) have determined that a new technology or system is required to improve efficiency or reduce operating costs. A budget is set, a solution is purchased, and a small project team of IT and business professionals is assembled and charged with meeting aggressive implementation milestones. Although initially engaged in the process of designing the technology, the senior leader(s) of the organization eventually start to invest their time and energy into other critical priorities in the organization. As a result, the project team is forced to continue the project with limited executive involvement and authority to make changes required to ensure success. Sounds familiar? Sadly, this situation happens far too often in organizations seeking to roll out both small and large technology projects.

Before embarking on a new technology implementation, we recommend that you draft a job description for each role on the project team; including the role of the Executive Sponsor. In developing the role description it is vital that you focus on three major areas of responsibility for the Executive Sponsor. These include:

1. Linking the project to the overall vision of the organization.
   Leaders plant the seeds of success at project inception. For any implementation to flourish, leadership must provide a solid base by connecting individual effort to your organization’s business objectives.
2. Gaining support and communicating status of the project to the workforce.
   The executive sponsor needs to be visibly supportive of the initiative and explain and reinforce the compelling business purpose for making the change to the new technology. He or she must ensure that all leaders are directly and indirectly aligned around making the implementation a success.
3. Removing obstacles and coaching team members.
   By nature of their role within an organization, Executive Sponsors can help remove roadblocks hindering success. In addition, they should be willing and able to coach their employees and the project team in order to reinforce right behaviors and correct wrong behaviors.

It’s just plain naive to think that an implementation will go smoothly all on its own. That being said, it certainly doesn’t have to fail! To achieve success, you must be aware of potential icebergs that may be in the waters ahead and take preventive measures so you don’t need those lifeboats.

Interested in learning more about how to best gain end-user adoption for new technology? Sign-up for our free Webinar on October 15 from 2:00-3:00 PM (EST) on “6 Best Practices for Gaining End-User Adoption of New Technology.”

Joined by other American independent-minded organizations like consumer electronics maker Vizio, Internet giant GoDaddy, and rental car service Zipcar, Five Star is proud to represent Pittsburgh, Pennsylvania and the contributions that the city has made in revitalizing the economy. “We are excited and honored to be listed as an Inc. 5000 company. Receiving this distinction for a second straight year is a great accomplishment for our employees and clients.” – Lou Camerlengo, Five Star President and Co-Founder.

Five Star CEO/CTO and Co-Founder, Dave Colaizzi commented “Research shows that the combined companies recognized on the fastest-growing list have generated over 1 million jobs since their founding. We are truly excited to bring some of that economic impact to where our employees live and work in Southwestern Pennsylvania, Central Ohio, and the San Francisco Bay Area.” Five Star’s award was presented by Inc. Magazine during a ceremony in Washington, D.C. on Friday, September 25th.

In our last newsletter, we defined leadership as an “influence relationship between leaders and followers who intend real changes that reflect their mutual purposes” (Joseph C. Rost). This definition highlights the fact that leaders and followers share equal responsibility for ensuring that strategies are successfully executed. Although responsibility is shared, what is required from each group differs greatly.

High-performing leaders are able to lead others through the process of executing innovative strategies by focusing and building strength through these five key behaviors:

• Communicating goals and the ongoing progress toward those goals.
  The goal setting process is very fluid and requires constant communication from the leader. As goals change, it is vital to communicate three important things: what is changing, why it is changing, and how the changes will help the overall organization achieve success. Once new goals are established, revisit progress against those goals and celebrate successes as appropriate.
• Influencing those involved to continue toward overall progress.
  As a leader, you do not always have to have the answers to how changes in strategy will impact every member of the team. However, as the leader you must be able to engage people in action planning and the change management process by directly involving them in the process of determining how they can personally contribute to achieve specific organizational goals. Remember that the people who are most directly affected by the strategy should have an opportunity to identify the best ways to implement the new strategy within their job responsibilities.
• Maintaining a strong emphasis on results.
  High-performing leaders focus on results. In order to successfully deliver results, there must be clearly established metrics and measurements in place that help to determine what success and failure will look like. As changes in strategy are made at the organizational level, be sure to revisit your metrics and measures and adjust them as needed.
• Removing obstacles that hinder progress.
  There is nothing more frustrating for people than being asked to execute changes, but at the same time feeling powerless to act because obstacles hinder the work that needs to take place. As a leader, one of your biggest assets can be your level of seniority within the organization and the power it provides to remove obstacles hindering people from affecting change. Once a new strategy is announced and new goals are established, be sure to encourage your people to identify obstacles. Than do whatever is within your authority to remove them!
• Resolving issues and challenges quickly and fairly.
  With any strategy change, you can expect that issues and challenges will arise. Some of these issues can include overlapping responsibilities, redundancy of work, and process breakdowns. Your response to these changes will greatly impact how effective your team will be in achieving its new goals. Unresolved issues quickly halt momentum and rapidly erode trust. Be sure that as issues arise you address them quickly and fairly. Don’t leave today’s work for tomorrow!

The organizational dimension of leadership is critical to a leader’s effectiveness and ultimate success. To be a successful Organizational Leader, you must be able to lead your team through the process of translating changes in strategy into clearly understood and measurable actions.

For more information about Organizational Leadership or Five Star’s High-Performance Leadership Model™, contact Dan Hupp at 412-802-2500.

Interested in learning how to develop high-performance leaders in your organization? Sign-up for our free webinar on September 2.

River Farms, a 25-acre property in Alexandria, VA, once owned by George Washington, serves as the American Horticultural Society’s headquarters. The vast expanse of lawn, boasting more than 100,000 plants and flowers, is a beautiful haven for wildlife and a popular attraction for tourists and community members.

James Gagliardi, River Farms Horticulturalist and brother of Five Star employee Nicole Gagliardi, approached Five Star with the request for help building a web site for River Farms to more effectively promote it and involve the surrounding community. Nicole, herself, was actually able to work on her brother’s request, as an extension of Five Star Cares Program. Through Five Star Cares, Five Star donates the time of their employees so that they can contribute their talents to meaningful charitable projects, just like River Farms.

To check out the interesting and beautiful lawn at River Farms, please visit the André Bluemel Meadow web site.

Ever the innovators, Sheetz created a mock training store to facilitate hands-on, practical application of the training that Shift Supervisors need. They also recognized the importance of winning the hearts and minds of the Shift Supervisors in a new market and fostering the Sheetz culture, originated in Altoona, PA, by bringing the mission and vision to life.

That’s where Five Star stepped in. In partnership with Sheetz, Five Star converted and customized five modules of web-based training into instructor-led material, filled with application-based instruction and activities to prepare Shift Supervisors for their new responsibilities. But there’s more to the story! Through the use of scenario-based case studies, videos, and interactive team training competitions, to name a few, Five Star was able to weave the Sheetz culture throughout the training in a truly engaging way, while working to establish teamwork and positive rapport.