“There is a certain type of unity-of identity- that … leads to more acceptance, cooperation, liking, help, trust, and, consequently, assent.” Robert Cialdini
In Robert Cialdini’s book, Influence, he identified six universal principles that generate instant influence: reciprocation, liking, social proof, authority, scarcity and consistency. If someone does something for us, we naturally want to return the favor (reciprocation). If we like someone, we are more likely to do what they ask (liking). We’ll happily follow what a respected group does or tells us to do (social proof). We are easily influenced by experts or other authority figures (authority). If something is scarce, we perceive it has higher value and want it more (scarcity). And, if we make even … Read the rest
“A good decision is based on knowledge and not on numbers.” Plato
I looked at a request for proposal for leadership training a few days ago and was astounded at the specificity of the topics desired: 3 levels of leadership, 5 C’s of trust, 3 management styles, 8 team essentials, and 5 critical elements of accountability. The training was also to cover other topics, including “praising through GIFT.”
I have to assume that the requestor must have read books that touted these and thought they were great. The problem is that, when I Googled each, either I found several that could fit, nothing that fit, or several claiming more items than specified (8 management styles, 11 team essentials, etc.)
As … Read the rest
“The land of burnout is not a place I ever want to go back to.” Arianna Huffington
There was a time when I suffered from burnout. I worked in a high stress job. There was constant pressure to fulfill unreasonable expectations. This would have been bearable if I had received any recognition for my efforts (which included being on call 24 hours a day, and this was not an IT position)!
Unfortunately, positive feedback was nonexistent. What made things even worse was the perception that I held a favored status with the CEO, which made me a pariah among my peers.
My body finally betrayed me (or saved me). All of those sleepless nights and stressful days took a … Read the rest
“If only HP knew what HP knows, we would be three times more productive.” Lew Platt, Former CEO of Hewlett-Packard
Managers have a great deal of knowledge and experience that often goes unshared and unrecognized for lack of awareness that it is and can be an important organizational asset.
- The managers themselves may be unconscious of their implicit wisdom. Few managers have the time or inclination to reflect on what they know and how it helps their performance, so they themselves may not recognize their importance.
- There may not be opportunities for managers to share what they know. Organizational silos and lack of management or cross-department meetings make this difficult.
- If managers share what they know, it may
“Collaboration allows us to know more than we are capable of knowing by ourselves.” Paul Solarz
Last week, I introduced The Peer Learning Group. This week, I’d like to provide more specific information about The Peer Learning Group Model, which is a collaborative peer-based learning approach.
The Peer Learning Group Model is based on U-theory, so it looks like this:
The peer learning groups form (engage) to discuss a specific management challenge, using module materials that we provide.
Every module involves two 90-minute sessions, a practice session in the intervening time, and a post-session. In Session 1, the managers share their knowledge and experience and learn new techniques. More specifically, group members: identify their problems and … Read the rest
“The capacity to learn is a gift; the ability to learn is a skill; the willingness to learn is a choice.” Brian Herbert
In past Tips, I have mentioned that I was starting a new business (an offshoot of Laurel and Associates, Ltd.) It is called the Peer Learning Group and I would like to tell you more about it.
You may have heard of peer learning groups. In our model, a peer learning group provides an opportunity for managers to learn from each other and validate their experience as they build more expertise. It has a skill-building results-oriented goal.
Six managers at the same level, but from different departments in the organization, meet onsite in two 90-minute sessions … Read the rest