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Britney Cole, associate vice president of solution architecture and innovation strategy for The Ken Blanchard Companies, creates an atmosphere of excitement and forward-thinking for clients who want rethink what it truly means to unleash the potential and power in people and organizations for the greater good.With more than 15 years’ experience in organization development, performance improvement, and corporate training across all roles, Britney brings a pragmatic and diverse perspective to how adults desire to learn on the job. She comes to clients with a lens of WHO they are solving for first and foremost. Britney focuses on human-centric solutions, bringing Design Thinking and Agile methodologies to her work and clients to create innovative, relevant and meaningful experiences that create business impact.She works hands-on with the latest and emerging technologies, including Augmented Reality, Virtual Reality, mobile apps, curation platforms, social collaboration, chatbots and microlearning. She and her teams have helped organization with platform selection for leadership solutions as well as implementation, integration, content curation, and custom development.Britney forms lasting partnership due to her practitioner mindset and ability to think big on emerging technologies, learning experience design and digital leadership development that blend in the human connection.Britney is a published author and speaks regularly for learning and HR conferences, including DisruptHR, ATD, eLearning Guild, and Chief Learning Officer Symposium. Britney earned her Bachelor’s degree in Environmental Engineering from Colorado State University and her Master’s degree in Educational Technology from San Diego State University.

Britney Cole

August 2020 - TD Magazine

A key part of instructional design is making material eye-catching.

Get Your Visuals Noticed

July 2020  - TD Magazine

Think through all the factors associated with creating a virtual reality experience.

Get a Game Plan for VR Development

Moving From Order Taker to Innovator

Our industry is evolving and bringing us new ways to reach employees beyond the classroom and into the workflow. But how can we do that in a way that is relevant and contextual? How can we increase retention, refocus learners, and create additional opportunities to learn on the job? One promising approach is by using mobile coaching apps and platforms. These technologies offer several ways for learners to do things such as role-play outside the classroom environment, receive push notifications throughout a learning experience, and even ask questions and get immediate answers. And it’s not just for learners; managers can use coaching apps to track their coaching sessions, which can help them follow up more frequently and stay accountable.
In this webcast, we will examine ideal use cases, share a few examples in practice today, discuss considerations, and talk about how to gain sponsor support to burst out of the classroom and into your learners' hands—right where they are doing the work.
During this interactive webcast, Ann Rollins and Britney Cole will provide easy-to-understand insights on:

what types of mobile coaching apps and platforms are available
when mobile coaching can be used to increase retention, engage, and drive results
how organizations are using mobile coaching apps and platforms as training reinforcement and as performance support
planning and design considerations for incorporating a mobile coaching element in your learning plans.
 


Anytime, Anywhere: Harnessing the Power of Mobile Coaching

Do these tasks so you can be competent, confident, and committed to what you intend to do with VR—and be sure that it meets the business need and audience you aim to serve.

Ready for VR in 2020? 2 Things You Need to Do Now

.The best way to implement design thinking is just that—apply it.

If Design Thinking Is So Great, Why Aren't More Companies Using It?

When an employee has a lot going on personally, it often shows up at work. These past few years have been tough on everyone, but it can be difficult to extend grace to employees while also wanting them to meet their job duties and performance measures. How can we both give sympathy AND maintain clear professional boundaries?  The problem is difficult—we’re leading people, not robots. Despite one’s best attempts to suppress personal challenges and stress, there will be times when whatever is going on outside of work begins to affect the employee’s work and performance. So, what can you do when you find that your offer to be sympathetic opened a floodgate of emotional baggage? Here are a few ideas: 1. Never pick up someone’s victim cardThe moment you metaphorically pick up someone’s victim card, you assume some level of responsibility for their victimhood. You have acknowledged that what they have experienced or are currently enduring is too hard for them to handle and they are indeed the victim. Then you are responsible to solve their problem or perpetually acknowledge and accept their shortcomings as a victim. It’s an unproductive and exhausting role, and it will only lead to resentment. Instead of picking up their victim card, acknowledge it and then give it right back to them—with the added expectation and encouragement that they rise above their challenge. Here’s an example: Lately, I notice that Carolyn has withdrawn from the team and her work is suffering. I reach out to ask how she’s doing. Carolyn unloads about how recent events at work have triggered some past emotions and it’s affecting her relationships and work. Instead of picking up her victim card, say something like, “Wow, thank you for sharing that with me. That sounds really hard, and I’m so sorry that you’ve experienced those things. But I also know that you have risen above those challenges in the past, and I want to know what you need to be able to do that again.” Encourage Carolyn to see herself as more than a victim and to find solutions to her performance issues. 2. Create boundaries by clarifying your intentWhen you feel that your employee is sharing too much or taking advantage of your empathy, you can respectfully set a boundary by clarifying what you don’t intend followed by what you do intend. It might sound something like this: “Thank you for sharing that with me. That sounds really challenging, and I can see why it could affect your work. I’d like to discuss how I can help you navigate these challenges while also getting your work done. I don’t want to come across as uncaring, but if I don’t spend much time talking about your challenges, it’s because I want to keep the conversation focused on what we can do here to help you return to the level of great work that I know you can deliver.” 3. Escalate to HRThis final tip is most applicable when the employee’s challenges are health related. If an employee’s health challenges are taking a toll on them or the team, there are FMLA laws that allow them to take a medical leave of absence to deal with their challenges and return to work healthy. Balancing my role as a friend and confidant with that of a manager is difficult. Personally, I find that when I have a friendship with the people I manage, the work flows smoothly and quickly, communication is natural and productive, there is mutual trust, and it simply makes work more enjoyable and fun. Who doesn’t want to work alongside their friends? But there is nothing more draining than an employee who, if given an inch, will take a mile. When you find yourself in this predicament, resist the urge to pick up their victim card, communicate your boundaries and good intent, and escalate to HR if needed. 

How to Balance Compassion and Boundaries at Work

As you approach accountability conversations with colleagues, try the following skills:

Addressing a Poor Listener

More than 80 percent of workers are cowering from at least one scary conversation at work.

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