Momentor
How-To Guide
Maximizing the Benefits of
using Momentor for Coaching
1
2
The value of. . .
Momentor is an online personal development planning platform to support the transfer of
learning into actual behaviour change.
How it works. . .
2. access
1.
3.
recommended
Choose resource aligned Create
4. Keep
going
5.
request
to your goal
(from an extensive
resource library).
Momentor will
Send you gentle
nudges to
keep you on track.
feedback on how
you’re doing, using
goal evaluation, so
you know it’s
working!
a development
area and set
a goal.
a practice plan and
invite a support
network of goal
mentors.
Log in…
You will receive a link via email inviting you to begin your development journey, using
Momentor..
4
Creating your first goal
5
Creating a goal
Choose a suggested
goal related to the
particular category
you have selected.
Or alternatively if
you prefer, you can
click here to set your
own personalised
goals
6
Finalizing Your Goal in 3 Easy Steps
STEP 1
You have an opportunity to finalise the
wording of your chosen goal outcome,
you can keep the pre-defined description or
re-write it in your own words.
STEP 2
Creating a date for reminder to evaluate goal
progress – THIS IS A VERY IMPORTANT STEP
as this will prompt an email on this date to
encourage you to go out and request
feedback on how you’re doing. This step is
mandatory otherwise you can’t carry on.
Be realistic about the time it will take for you
and others to notice that you’ve made
progress, some goals will be more complex
than others.
Requesting feedback at a later date will provide evaluation data on whether
you’ve improved – this will help you to know if you’re on track. See how to
Request Feedback in a later slide.
18
Setting a timeline
8
Momentor will remind you..
Momentor sends
out a reminder
email every week
asking you about
your progress
and reminding
you of your goals.
You can find all
your trackable
activity in your
development
feed.
9
Momentor Features and the 70/20/10 Rule
Lombardo & Eichinger (1996)
Action Items and
Practice Plans
Goal Mentors
Competency
Based Resource
Library
10
The 70/20/10 Rule Revisited
DDI/Conference Board Global Leadership Study (2014-2015)
Optional: Choosing Development Mentors/Partners
STEP 3
This is an optional step, you can invite
some development partners which
Momentor calls Goal Mentors. Theses
are people/peers who can offer support
as you try new skills & behaviours – we
know a support network can make the
difference when trying to change our
behaviour!
Goal Mentors will be notified directly via
their email inbox of any action items
(resources) that you add to your
development plan as well as your
practice plans so they can continue to
encourage you and offer comments
along the way.
*This is an optional step but if you can think of 1 or 2 or more people who you can count on for support as you try on some new
behaviours for size we know it will help you get there. Research shows people are more likely to be successful by making their
intentions ‘public’ by telling others what they’re working on. If your line manager is actively involved then even better!
18
Adding Action Items
Action items are tasks
or things that you can
easily identify as
either completed or
incomplete. Add your
own or select from
our recommended
action items from our
resource library.
Once you have added
actions, click the
‘Back to goal details’
button
The next step is to click
on ‘Teach me about
practice plans’.
13
Practice Plans
Practice Plans have two parts.
The first is the situation,
or the trigger, where
you'd like to behave
differently
The second part is what
you commit to do more,
less or differently when
you experience the
trigger
Momentor prompts you to share your practice plans with your goal
mentor..
14
Finalizing the Practice Plans
Part 1 gets you to think about a time or a
situation that will act as a trigger for you to try
doing something new behaviourally, whether it’s
more, less or differently.
E.g ‘in every team meeting I will let other
people speak first before offering my opinion’
Momentor asks you to diarise specific times to
act as a trigger for you to commit to
implementing your practice plan.
Part 2 asks you to articulate specifically what
you commit to practice
E.g I will ask other people for their thoughts
without interrupting and summarise what I hear
first before I offer my own ideas.
The more specific and observable these
statements are the better.
*You can create as many practice plans as you
wish per goal
Once a Practice Plan is set up, Momentor will send out polite reminder to
“nudge” you into action.
18
Summary Page
16
Evaluate – Feedback on your Development
Progress
After a period of time of practicing your Vital Few in line with
your Practice Plan, request feedback..
You can (and are encouraged to) seek and invite feedback from
a range of individuals on your development progress for
example your line manager, goal mentors and
colleagues/peers/direct reports
Use the button on the Practice Plan summary page to ‘Request
Feedback’ or by clicking on Goals at the top taking you to Your
Goals – click on show details and you can ‘Request Feedback’
from here too.
17
Momentor will remind you..
Momentor sends
out a specific
reminder to
prompt
participants to
initiate goal
feedback after
deliberate practice
to measure goal
success and
progress
18
Momentor will remind you..
Momentor also
sends out a weekly
reminders to
prompt
participants to
follow up on their
goal progress
19
Evaluate
Verify the goal you have been
working on
Then invite raters to provide
feedback on your progress–
this can be for example, from
your peers, your goal mentors,
your line manager etc.
You can also customise your
invitation text..
20
What your feedback nominees will receive
21
Remember…
Momentor Goal Evaluation:
• Is NOT a reassessment of your initial 360 feedback assessment
• Provides you with robust, tangible data to support your
effective development and behavior change
• Will provide you with a real sense of personal achievement
and motivation when you see the results of your efforts being
recognised.
22
Knowing You’ve Made Progress
Verify the goal you have been working on….
…then invite people to provide feedback on your progress –
this can be for example, from your peers, your goal mentors,
your line manager etc
You can also customise your invitation text.
18
How Will You Know You’ve Improved?
You can ask for feedback on one goal as many times as you wish.
Momentor provides a graphic summary of goal feedback results to show continuous
improvement over time.
18
Using the Resource Library
Particular resources will be suggested in line with the goals you have
created, however, you can click on the Resource Library Tab at anytime to
explore the entire library
You can access a wide
selection of…
•
•
•
•
•
•
•
Your resource library will be based on, and
linked to, your specific competency model
Articles
Audio
Books
On-the-job activities
Video
Websites/ blogs
Workshops/
Seminars
25
Content is maintained and updated weekly by a dedicated team of
HR and OD Momentor professionals
26
Settings in Momentor
27
Reporting..
Talent Development
Top Barriers to On-The-Job Learning
DDI and The Conference Board's Global Leadership Forecast 2014/2015
Momentor Feature
1. Poor post-learning feedback
from the manager
2. Not enough opportunities to
apply the learning
3. Weak connection to
professional development
plans
4. Not being held accountable
for using learning
5. Low relevance to business
6. Low relevance to job
Goal Evaluation
Practice Plans
Competency Based
Goal Setting
Weekly Reminders
ROI evaluated at the behavioral level across all
participants at the end of a program
(% improving) and by a single question in the
Coaching Process Evaluation
Tangible individual and group metrics
about actual behavior change
Insight into continuous individual
development activity
Peace of mind – employees
receive 12 months of targeted
support to help them achieve
their behavioral change goals
Ability to upload
company specific
resources to the
Momentor resource
library
A “Recommended” tab in the
resource library - lists only the
"top" recommended resources
in line with specific goals
What’s in it for the
organisation?
Measurement of
continuous
improvement across
individuals, groups
and the whole
organization
An enhancement in staff
motivation following
successful goal feedback
Sustained learning and
improvement long after a
development intervention
Advanced reporting
which is easy to access
and interpret within the
Momentor platform
Behavioral Engineering Theories Behind Momentor
Theorist
Elements of Change
Momentor Features
Prochaska & DiClemente
(1983)
Transtheoretical/Readiness to Change Model
360 Goal Wizard
McCall, Lombardo, &
Morrison (1988)
70/20/10 Development Model
Goal Setting—Action Plans
Gollowitzer, P. (1999)
Implementation Intentions as Triggers for
Behaviour Change
Goal Setting—Practice Plans
Fogg, BJ (2014)
Persuasive Design—Behaviour Change goals
Based on Time-Frame (e.g., one-time vs.
permanent) and Type (e.g., start, stop, increase,
decrease, etc.)
Goal Setting—Outcome Goals,
Action Plans, and Practice
Plans
Ariely , D. (2009)
Predictably Irrational—People Have a Natural
Tendency to Underestimate the Influence of
Factors Affecting Behaviors
Goal Mentors
Deci & Ryan (2002)
Pink, D. (2009)
Goldsmith, M. (2002).
Self-Determination Theory Posits that Autonomy,
Competence & Relatedness/Purpose Drives
Behaviour Change
Goal Evaluation/Progress
Pulse
Heath, C. & Heath, D. (2005)
Switch—Environmental/Cultural Issues Affecting
Behaviour Change
Coaching Portal
Thaler & Sunstein (2008)
Nudge/Behavioral Economics—Choice
Architecture (Libertarian Paternalism)
Reminders (email/text)—
Practice Plans, Goal Progress
& Goal Evaluation
31
Selected References
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Nowack, K. (2014). Taking the Sting Out of Feedback. Talent Development Magazine, 68, 50-54.
Mashihi, S. & Nowack, K. (2013). Clueless: Coaching People Who Just Don’t Get It (2nd edition). Envisia
Learning, Santa Monica, CA.
Nowack, K. (2013). Manager View/360. In Leslie, J. (Ed.). Feedback to managers: A review and comparison
of sixteen multi-rater feedback instruments (4rd edition). Center for Creative Leadership, Greensboro, NC.
Nowack, K. & Mashihi, S. (2012). Evidence Based Answers to Ten Questions about Leveraging 360-Degree
Feedback. Consulting Psychology Journal: Practice and Research, 64, 157–182
Nowack, K. (2009). Leveraging Multirater Feedback to Facilitate Successful Behavioral Change. Consulting
Psychology Journal: Practice and Research, 61, 280-297
Nowack, K. (2006). Emotional Intelligence: Leaders Make a Difference. HR Trends, 17, 40-42
Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.),
Intervention: 50 Performance Technology Tools, San Francisco, Jossey-Bass, Inc., pp.34-46.
Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback intervention.
Training and Development, 53, 48-53.
Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and
Development, 52, 69-79.
Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, 28-32.
Nowack, K. (1997). Congruence between self and other ratings and assessment center performance. Journal
of Social Behavior & Personality, 12, 145-166
Nowack, K. (1994). The secrets of succession. Training & Development, 48, 49-54
Nowack, K. (1993). 360-degree feedback: The whole story. Training & Development, 47, 69-72
Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management development.
Human Resources Development Quarterly, 3, 141-155.