Posted on:Mar 112013
Posts From: Leadership
Posted on:Mar 012013
Few training professionals would be willing to make the following argument: "Knowledge acquisition is not a major component of performance improvement." The truth is, if employees don't learn (or acquire knowledge of) how to do something (or do something better) then there's no way that they can improve their performance in that area.
Posted on:Feb 262013
In a post last March, I introduced the Seven Levers of Change. The levers describe actions that leaders can to use to shape an environment that fosters change. They include introducing employees to the change program, taking advantage of the knowledge and commitment of employees who understand and appreciate its value, and creating an environment that supports employees getting on board to support the program. Subsequent posts described applying the levers in different change initiatives. For example, an April post discussed a multiplier effect of using them together and August described choosing the levers appropriate for a specific initiative.
Posted on:Feb 222013
A friend and colleague have rightly noted more than once, “If you can measure it, you can change it.” Make no mistake, I agree whole-heartedly. Also make no mistake, not everyone is willing to measure.
Posted on:Feb 122013
There is no shortage of optimism among learning professionals about the positive impact that today's new technologies are having on the learning and development profession. Chris Pirie, chairman of the ASTD Board of Directors, asserts that now is probably the best time to be a learning and development stakeholder. He suggests that a combination of the proliferation of smart mobile technology, such as iPads and Galaxy phones, the maturing cloud infrastructure and the increased use of natural user interfaces like XBox Kinect have "changed the game" for learning professionals, and that teaching and learning are forever altered.
Posted on:Feb 012013
My partner, Karl, was telling me about how the new guy at work is finally settling in to his surroundings. He used to own a business, so he came into this arrangement asking a lot of questions. He wanted to know if they had ever considered doing things like their office procedures or equipment placement differently. Karl explained to me that everyone else had been working there a long time. What they did worked for them. It took a while but now, the new guy seemed to understand “the way of the world” according to everyone else.
Posted on:Jan 312013
A friend of mine is fond of saying, “What is less important is your understanding of the practice of leadership. What matters most is practicing that understanding of leadership.” Your people don’t respond to what you know, they respond to what you do. Trust me, they aren’t always aware of what you might be thinking, but they are keenly tuned in to your behavioral patterns. What you know affects you. What you do influences how others respond to you. Last year, we asked what your people want you to do as their leader.
Posted on:Jan 252013
Until the latter part of the last century, “stakeholder” referred exclusively to a person who held the stakes in a wager. It has come to mean anyone who has an interest in or is affected by the actions of a business, professional association, political group, or non-profit. For an organizational change initiative, a stakeholder is any person whose participation, support, or decisions can influence the outcome of the initiative. This typically means customers and employees, but can include suppliers and even the community.
Posted on:Jan 102013
We’re all now painfully aware of the phrase, “new normal.” You hear it everywhere: ABC News, Fox, NPR, even The McKinsey Quarterly. The details involve dropping wages, job scarcity, reduction in force, and economic and political upheaval across a global change curve. The larger view of these perhaps unrelated events depicts a dynamic future for all of us. Conventional wisdom would have you believe that our collective economy and existence has now settled into a new reality of norms and expectations.