“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
“We’ve got to put a lot of money into changing behavior.” Bill Gates
In the two previous Tips, we addressed the first two reasons why management training fails: it focuses on skill deficits instead of performance, and it occurs outside the manager’s organizational context and culture. In this Tip, we focus on the third and final reason for the failure of management training.
The third reason why management training fails is because it does not reinforce application of new knowledge or a change in behavior.
Once managers leave a training class, they are highly unlikely to apply what they have learned because they do not feel confident enough in their new skill. There is also nothing to ensure … Read the rest
“The culture of a workplace- an organization’s values, norms and practices- has a huge impact on our happiness and success.” Adam Grant
In last week’s Tip, we looked at the first reason why management training fails: It focuses on skill deficits rather than performance. In this Tip, we will focus on the second reason, and address the third and final reason in next week’s Tip.
The second reason why management training fails is because It occurs outside of the managers’ organizational context and culture. When managers attend off-site workshops, the instructor does not know and cannot incorporate reference to the individual managers’ organizational policies or procedures. It is unreasonable to expect otherwise. Unless the training program provides … Read the rest