A great little article from Learning Solutions Magazine with a few pointers on building trust and credibility with your team…because let’s face it, without trust and credibility (with and between ALL members of a team but especially with and from the team leader) things are not going to go well! Sam
By: Stacey Lindenberg – Learning Solutions Magazine – August 2014
“The recognition you and your team receive will build trust and credibility in and beyond your organization.”
A friend of mine had a problem.
Notice that it really wasn’t me. It was a friend. I swear.
This person has experience, leadership skills, integrity, and know-how. And yet, when he had to lead a major change in his organization, he wasn’t getting the support he needed:
- Regardless of his expertise, experience, or credibility, something stood in his way.
- Key stakeholders lost interest or engagement in the change initiative.
- End users were confused.
- His team couldn’t communicate consistently about the change.
- This honest, experienced, and dependable person was stuck.
Sound familiar? These are all signs that my friend had a trust problem. If you encounter similar experiences, here’s what you can do about them. Continue reading
It’s strange. The ‘performance appraisal’, something that is ultimately aimed at improving the standards, capabilities, and productivity of the workforce can, if not done properly, do the exact opposite, leaving staff negative, angry, and disengaged.
This morning, as always, I was listening to ABC Radio Brisbane on my way into work and a school teacher called in to talk about the way in which she appraised her pupils. Much in line with what most people (although unfortunately not all people) now acknowledge as the best way to critique (and improve on) performance without making the person feel stupid, useless, and demotivated, she spoke of their motto ‘Three Keepers and a Polisher’ – i.e. “Here’s three things you’re doing perfectly, great job, please keep doing them, and here’s something I want you to try to improve on”.
So simple and easy to implement and yet so effective!
It seems that the government is taking steps to make it easier to track a person’s training and qualifications via online records. In an official statement released in June, the federal Minister for Industry, Ian Macfarlane said:
As we all know, this question of measuring ROI on training is often asked but an incredibly tricky one that’s almost impossible to answer. I often pose the question “how capable do you think a workforce would be after an extended period of time with NO training?”. Most execs seem to agree that the answer is “not very!”.
We use a system we call SMART learning that uses a simple measurement to compare capability before and after training – this doesn’t provide a definitive $ return but shows clear positive change.
Here’s a fantastic article that offers an interesting view of the subject.
Have a great weekend!
I Want To Develop My People, But I Can’t Prove It’s Worth The Money’
By: Stephen J Meyer – Forbes Magazine – August 2014
Why would anybody spend a ton of money training employees if there’s no way to actually prove it works?
Many would answer, “I wouldn’t.” But that’s the wrong question.
Can you quantify the benefit of your elementary, middle or secondary school education? Probably not.
Would you say, “I’m not going to buy a six-figure education for my kid to go to college unless I can prove it’ll get her a six-figure job”? Not likely. Continue reading
A bit of a long one but well worth the read – cheers, Sam…
By: Conrad Gottfredson – Learning Solutions Magazine – Aug 2014
When all is said and done—leading, managing, technologizing, big data enabling, training, supporting, and engaging employees—organizational success is fundamentally determined by how well people actually end up performing the day-to-day work of the organization.
The performance zone
Human performance engineer Gloria Gery described the arena where this day-to-day work of the organization takes place as “the performance zone.” More than twenty years ago, she challenged organizations to develop their capacity to enable high-level job performance within this zone. This zone is where “things come together … where people ‘get it,’ where the right things happen, where the employee’s response exactly matches the requirements of the situation … where employees put together all the individual [and collective] dance steps that they have mastered. The dance, the dancers, and the music are one.” (See the References at the end of this article.) Continue reading
To be honest, in light of the lack of investment in training across Australia (and possibly much of the world) over the past few years, it’s probably no surprise that such a high percentage of execs believe that inadequate frontline leadership is damaging engagement levels…what is surprising (at least to me) is that if they feel this is the case, why aren’t they investing more in the only proven way to effectively manage improvement in capability…training!
By: Human Capital Magazine – 18/08/2014
In a recent study involving more than 600 global executives, 90% of respondents felt that inadequate leadership among frontline managers was detrimental to employee engagement levels. Continue reading