25 May
Leadership Transition Plan Illustrated: Guidance for Newly Promoted and Emerging Leaders
marketang Uncategorized

Mastering Leadership Transitions: Essential Guide for Newly Promoted and Emerging Leaders

Transition plans outline the processes for incoming and outgoing leaders alike.

 
Do you have plans in place for when you receive a promotion, or if you become the leader of emerging leaders?

Specifically, how does the transition occur? Who is actively involved? What’s the process? What’s the timing of events?

 
If you’re a newly promoted leader, it’s essential to know:
  • Your new roles/responsibilities
  • Your individual goals
  • The goals of the department
  • How goals are tracked
  • How individuals (and the team) are measured
  • Team strengths and needs
  • Are there any existing challenges to be addressed
  • Do you need to “up” or acquire any new skills
  • Would a mentor be beneficial
  • Are you the decision maker for your budget? If not, who is?
  • And, ask your team members for their perspective about:
          Team strengths
          Opportunities for growth or process changes
          What they appreciate most in a leader
          Where the team requires the most over-sight        

Note: Asking these questions provides you with an opportunity for one-on-one time and will help you build relationships.  It also lets the team know you’re willing to listen, and that you care about what they think.

If you’re the leader of an emerging leader, provide:
  • Role expectations
  • Individual and team goals
  • Known challenges ex. Goals, vendors, internal or external customers
  • Reward and measurement processes
  • Budget responsibilities

We also suggest conducting weekly update meetings; keep them brief but be available to assist with the transition, and jointly create a development plan.  

Leadership is about “taking others where they’ve never gone before and would not go on their own” – having transition plans in place are invaluable!

Are you prepared?
 
Sincerely,

Mike and Jan

If your actions inspire others to dream more, learn more,
do more and become more, you are a leader.
—John Quincy Adams

 

PeopleTek Coaching – Pioneering a path to leadership and team excellence. We offer tailored coaching programs leveraging our vast industry experience, aiding individuals and businesses to unearth their true potential. Our innovative approach transforms leadership behaviors, cultivates cohesive teams, and drives organizational success. With a track record spanning more than 20 years, PeopleTek’s mission is to inspire personal and professional growth for a productive, harmonious workplace. To learn more about us and how we can empower your leadership journey, visit www.PeopleTekCoaching.com.

25 May
Amy Somerville, CEO of Success Enterprises, Sharing Her LIVE Leadership Principles
marketang Uncategorized

Redefining Leadership with LIVE: Lead, Inspire, Provide Value, and Empathize

Be alive; be capable of vital functions.
–Dictionary.com

 
How often do you reflect on your leadership style and your ability to inspire and influence others? Are you “capable of vital functions” as defined by dictionary.com?

Amy Somerville, a professional development executive and seasoned leader (and current CEO of Success Enterprises) shares what LIVE means to her:

LIVE = Lead, Inspire, provide Value, and Empathize

Lead – When leading, or being effectively led, a vision will be realized along with a sense of satisfaction

Inspire – When inspiring others, or being inspired, there’s a feeling of wholeness

Value – There’s a sense of fulfillment when one feels valued

Empathy – Provides a sense of purpose to both the giver and receiver

She keeps this acronym posted in her office (and has for years) and uses it to help maintain her focus. Ms. Somerville regularly assesses whether she is adhering to what the acronym stands for, and if she goes off course, she makes the time to adjust to whatever challenge she may be facing.

Regarding the acronym, it’s fair to say that “Leading” is a given when in a leadership role, but how do you view the need to Inspire, provide Value, and Empathize as described by Ms. Somerville?

She also shares that leaders must:

  • Help those they are leading achieve more than themself
  • Care about the aspirations of all team members
  • Provide team members with everything they need to be successful
  • Commit to developing others
  • Promote their people
  • Be authentic

Do you find the LIVE acronym helpful, and do you agree with these leadership “musts”? Are there any you disagree with or perhaps have a desire to further develop? Let us know.
 
Sincerely,
Mike and Jan

Every time you influence other people to do a better job, you increase your value; Don’t be afraid to share best practices.

—Amy Sommerville

 

PeopleTek Coaching – Pioneering a path to leadership and team excellence. We offer tailored coaching programs leveraging our vast industry experience, aiding individuals and businesses to unearth their true potential. Our innovative approach transforms leadership behaviors, cultivates cohesive teams, and drives organizational success. With a track record spanning more than 20 years, PeopleTek’s mission is to inspire personal and professional growth for a productive, harmonious workplace. To learn more about us and how we can empower your leadership journey, visit www.PeopleTekCoaching.com.

18 May
Team engaging in interactive ice breaker activity
marketang Uncategorized

Boosting Team Dynamics: The Power and Fun of Incorporating Ice Breakers into Your Meetings

Make The Time To Break The Ice.

How often (if ever) do you incorporate ice breakers into your meetings? Last week we talked about the Johari Window and the desire to expand our open pane. Ice breakers are a great way to do that in a non-threatening and fun way. The benefits include:

  • Increase awareness levels   
  • Build relationships
  • Strengthen team dynamics
  • Up energy levels
  • Personalize the work culture

The list above all lend themselves to creating an environment of trust, which we know is the foundation for successful teams. Ice-breakers don’t need to be long to be effective. You can find hundreds of ideas online but here are a few we like:

Two Truths and a Lie
Group members take turns sharing 3 things about themselves. Two of the facts are true and one is a lie. Everyone else must vote on which they think is false.

Most Unique Travel Experience
Each person shares what they view as their most unique travel destination, or a memorable travel experience.

Family Size
Each person shares how many siblings they grew up with and how that number impacted them.

Rest, Relax, Re-energize Time
Each person shares if they prefer mountains, lakes/oceans, hot or cold temperatures, and why.

Taking the time to personalize your work culture will build camaraderie, open lines of communication, and of course expand our “open pane”.  

Let us know about your ice-breakers!
 
Sincerely,
Mike and Jan

An ice-breaker serves to relieve inhibitions or tension between people,
or start a conversation.
–Oxford Dictionary

PeopleTek Coaching – Pioneering a path to leadership and team excellence. We offer tailored coaching programs leveraging our vast industry experience, aiding individuals and businesses to unearth their true potential. Our innovative approach transforms leadership behaviors, cultivates cohesive teams, and drives organizational success. With a track record spanning more than 20 years, PeopleTek’s mission is to inspire personal and professional growth for a productive, harmonious workplace. To learn more about us and how we can empower your leadership journey, visit www.PeopleTekCoaching.com.

 

29 Apr
Visual Representation of the Johari Window for Self-Awareness and Success
marketang Uncategorized

Unlock Your Potential: Understanding the Johari Window for Enhanced Self-Awareness and Successful Interpersonal Relationships

You don’t know what you don’t know.

 
Visual Representation of the Johari Window for Self-Awareness and Success

Are you familiar with the Johari Window? It’s a great follow-up to our discussion on the need to be self-aware.
 
Created by psychologists Joseph Luft and Harrington Ingham (they blended their names for the title), the intent is to help increase self-awareness, and to better understand and relate to others.

The four panes of the window represent the following:

OPEN

The open area is what we are aware of and what others also know about us. This includes our attitudes, behaviors, motivation, values, magic dust, and way of life. (Often referred to as “open books”).

HIDDEN

Our hidden area is not known to others unless we choose to disclose it. It’s up to us to share or not to share; our friends/colleagues are unaware of this part of us until we decide to open up to them.

BLIND

In the blind area, there are things about ourselves which we do not know but that others can see more clearly, or things we imagine to be true of ourselves but that others do not see at all. When others say what they see (feedback), in a supportive, responsible way, and when we truly listen, we are positioned to test the reality of who we are and grow.

UNKNOWN

It is through disclosure and feedback that our open pane is expanded and that we gain access to the potential within us represented by the unknown pane. We are often more rich and complex than what we, and others, are aware of. Sometimes something happens – is felt, read, heard, dreamed – something from our unconscious is revealed. At that time we become aware of what we have never “known” before.

Understanding the concept of the Johari Window will increase levels of success; we will build trust as we expand our “hidden” self, and being receptive to feedback will provide growth opportunities.

What actions are you taking to expand your OPEN pane?
 
Sincerely,

Mike and Jan

The “biggest” poems I ever made are based on the psychological principal of the “Johari Window:” what the self freely shares with others; what the self hides from others; what others hide from the self; and what is unknown to the self and others.
–Denise Duhamel

22 Apr
Woman Reflecting on Self-Awareness
marketang Uncategorized

Unlocking the Power of Self-Awareness: The Key to Professional Success and Personal Growth

The key to an ideal workplace, in one hyphenated word, is this: self-awareness.
–Neil Blumenthal

How would you rate yourself when it comes to being self-aware? It’s more than knowing your strengths and weaknesses; it also includes understanding how others perceive you, how you relate to others, and how motivated you are when it comes to having a commitment for continual learning.

Claire Hughes Johnson, a former google VP, invested many hours weekly interviewing job candidates. To narrow down the field, she said the #1 skill she looked for was self-awareness. She felt experience could be acquired and skills learned, but being self-aware meant the person knew not only about their development opportunities, but also about their work preferences, and building relationships with colleagues.

Johnson suggests listening for 2 things when interviewing:

1. Too much “I” is a red flag that they may not be humble or    collaborative
2. Too much “we” may obscure what role they played in the situation

She also asks interviewees how colleagues would describe them and probes about the feedback they’ve received. This is followed up with asking about the actions they’ve taken for improvement to see if they truly listened and processed the feedback.

Johnson’s suggestions for building self-awareness (excerpts):

  • Understand your values
  • Identify your work style
  • Analyze your skills and capabilities

More on being self-aware:

The Harvard Business Review reports that research found that 95% of people believe they are self-aware, yet the true number is in the 10 to 15% range. They also reported that lacking in self-awareness creates workplace frustrations, can reduce success rates by 50%, and tends to increase stress, decrease motivation, and results in higher turnover rates.

Increasing your level of self-awareness will serve you well by positioning you to speak confidently about your strengths, magic dust, and development opportunities. It will also reduce stress, increase motivation, and improve interactions and relationships with others.

How will ensure you are not part of the 95% that believe they are self-aware, but in actuality are not?

Sincerely,

Mike and Jan

Self-awareness is value-free. It isn’t scary.
It doesn’t imply that you will subject yourself to needless pain.
–Deepak Chopra

About PeopleTek Coaching

Peopletek Coaching is dedicated to empowering emerging leaders by providing comprehensive leadership development programs and coaching services. With a mission to foster a culture of leadership, Peopletek helps individuals unlock their full potential and transform into effective and inspiring leaders. Drawing from their extensive experience and expertise, Peopletek’s team of professionals offers tailored coaching, workshops, and assessments designed to meet the unique needs of emerging leaders. By cultivating essential skills, enhancing self-awareness, and promoting continuous growth, Peopletek Coaching paves the way for the next generation of successful and influential leaders. Learn more about our programs and services specifically tailored for emerging leaders.

13 Apr
Change Management Success
marketang management success

Mastering Change Management: Overcoming Resistance for Organizational Growth

Change is inevitable. Growth is optional.
–John C. Maxwell

 

Mastering Change Management: Overcoming Resistance for Organizational Growth

Do you agree that change is inevitable? That without change we (and our organizations) will become stale, and growth will be stifled?

Most people won’t disagree that change must occur, yet it’s human nature to resist it. Dr. Britt Andreatta shares that we are “biologically wired to resist change“. Why is that?  

Change causes disruptions to what we know, and often the change is not a choice, rather it’s a mandate that may not be viewed as desirable, which prevents buy-in.

In Dr. Andreatti’s book, WIRED TO RESIST, she shares the 5 types of change encountered in the workplace:

1.    Strategic – how the organization will fulfill its mission
2.    Structural – the organization’s internal set-up
3.    Process – how the organization maximizes productivity and workflow
4.    Talent – maximizing employee skill and performance
5.    Cultural – shifting attitudes, values, and behaviors

She also shares 4 key factors that influence success rates: Disruption, Acclimation, Choice, Desire. As leaders it’s beneficial to assess the amount of disruption and the time required for acclimation. Each change can be categorized as follows:

  • ORANGE – A lot of effort but over quickly
  • GREEN – Little effort and over quickly
  • YELLOW – Little effort over a long period
  • RED – A lot of effort over a long period

Taking the time to assess the level of disruption for each change will help with how quickly you can expect to obtain buy-in. As leaders we need to communicate and manage what is changing, and why.

Poorly communicated change will add to the resistance. Recognize and address the difficulties that are being faced and share how each change can be supported by our organization, and at the individual level.

As leaders we also need to acknowledge and manage the emotions of the change curve (shock, denial, anger and fear) before we can expect acceptance and commitment.

Change is inevitable. Do you have stories to share about how you have helped lead through change?

Sincerely,

Mike and Jan

Change is inevitable. Change is constant.

–Benjamin Disraeli

About PeopleTek:

PeopleTek is a renowned coaching organization dedicated to cultivating leadership excellence. With decades of experience, our team of skilled coaches and facilitators empowers leaders to unlock their full potential and drive sustainable growth. Our tailored programs, workshops, and coaching services help individuals and organizations navigate the complexities of leadership, fostering a culture of collaboration, innovation, and success. At PeopleTek, we believe that leadership is a journey, and we are committed to guiding you every step of the way.

13 Apr
Employee Recognition Pillars
marketang employee recognition

Harnessing the Power of Praise: Unlocking Employee Potential with Effective Recognition Strategies

A simple “thank-you” goes a long way.

 

Harnessing the Power of Praise: Unlocking Employee Potential with Effective Recognition Strategies

 
We’ve shared that feeling valued at work is a need, and along with that need is the desire to be appreciated and recognized for quality work.

As a leader, do you consistently acknowledge the accomplishments of others? When recognition is lacking, work efforts can also be lacking. Providing praise pays off!

Susan Caminiti shared in Workforce Wire that 81% of leaders say that recognition isn’t a major strategic priority for their company.

She also shared that:

· Employees are 73% less likely to feel burned out when recognition is offered
· That companies that make employee recognition a priority have workers who are 56% less likely to be looking for a new job
· Nearly two in three leaders say their company has no budget allocated to recognition programs

In a Global Gallup poll of hundreds of organizations and thousands of teams in a variety of industries, 25% of the employees strongly agreed that they had received recognition or praise for doing good work in the last week.  Does that number feel low to you?

The entire article: From Praise to Profits: The Business Case for Recognition at Work provides many statistics worth reading, but we want to highlight the Five Key Pillars they shared that are required for a successful recognition program:

1. Fulfilling: It feels appropriate to the accomplishment

2. Authentic: It feels genuine rather than a formality.

3. Personalized: It’s the way someone wants to be recognized.

4. Equitable: It’s about achievement, not favoritism.

5. Embedded: It’s part of the values and practices throughout the organization.

How is your recognition process? Are the 5 Pillars helpful? Sharing praise will foster a work culture that is positive, motivating, and energized, and will ultimately increase your results.
 
Sincerely,

Mike and Jan

Research indicates that employees have three prime needs:
Interesting work, recognition for doing a good job,
and being let in on things that are going on in the company.
–Zig Ziglar

About PeopleTek:

PeopleTek is a renowned coaching organization dedicated to cultivating leadership excellence. With decades of experience, our team of skilled coaches and facilitators empowers leaders to unlock their full potential and drive sustainable growth. Our tailored programs, workshops, and coaching services help individuals and organizations navigate the complexities of leadership, fostering a culture of collaboration, innovation, and success. At PeopleTek, we believe that leadership is a journey, and we are committed to guiding you every step of the way.

30 Mar
Unlocking Growth with 360 Feedback: Key Behaviors for Success
marketang Uncategorized

Unlock Growth with 360 Feedback: Discover Key Behaviors to Boost Your Effectiveness and Embrace Continuous Improvement

We all need people who will give us feedback. That’s how we improve.
—Bill Gates

Unlock Growth with 360 Feedback: Discover Key Behaviors to Boost Your Effectiveness and Embrace Continuous Improvement

Is it time to solicit feedback from your colleagues, clients, direct reports and your leader(s)? Not everyone is comfortable hearing what others have to say so it’s important to remember the purpose:  to understand how others perceive us, and to grow our level of effectiveness (and as Bill Gates says “to improve”).

PeopleTek now has a new 360 Feedback Tool that measures 12 Key Behaviors (in bold) and associated balancing behaviors:

Continual Learning
Exhibits Curiosity, Assesses Own Skills, Learns New Approaches

Awareness
Demonstrates Humility, Considers Other Perspectives, Confirms Own Role

Magic Dust
Examines Own Essence, Receptive to Feedback, Develops Others

VMGM = B
Creates a Shared Vision, Identifies New Challenges, Aligns Behaviors

Communication
Is Approachable, Develops Others, Facilitates Dialogue

Clarity
Eliminates Obscurities, Validates Required Actions, Aligns Roles to Goals

Accountability
Demonstrates Integrity, Facilitates Resolution, Creates Accountability Culture

Conflict
Demonstrates Empathy, Facilitates Resolution, Identifies New Opportunities

Influence
Rallies with Enthusiasm, Shows Confidence, Maintains Composure

Relationships
Continuously Expands Network, Shows Authentic Self, Creates a Culture of Respect

Feedback
Receptive to Feedback, Champions Improvements, Develops Others

Inspiration
Rallies with Enthusiasm, Energizes and Excites, Demonstrates Loyalty

If it’s been over 1+ years since you’ve obtained feedback, now is a good time to learn where others feel you excel and where you have development opportunities.

Why wait?

Sincerely,

Mike and Jan

 

Feedback is the breakfast of champions.
—Ken Blanchard

 

About PeopleTek Coaching

PeopleTek Coaching is a renowned organization dedicated to helping leaders and teams unlock their full potential. We offer tailored coaching and training programs designed to strengthen leadership skills, promote collaboration, and boost performance. Our seasoned coaches are dedicated to equipping professionals with the necessary tools and knowledge to excel in the ever-evolving business world.

As you begin your quest to establish integrity in your leadership, consider joining forces with PeopleTek Coaching to support your professional growth and development. By tapping into our expertise, you can foster a work culture that genuinely values integrity and cultivates a flourishing, successful team.

23 Mar
Leader Reflecting on Integrity and Trustworthiness in the Workplace
marketang Decision Making

Assessing and Cultivating Integrity in Leadership: A Self-Reflection and Team Evaluation Guid

Measuring Integrity requires courage and the desire to truly understand
how your actions and behaviors impact others.

Assessing and Cultivating Integrity in Leadership: A Self-Reflection and Team Evaluation Guide

How do feel you “measure up” in regards to leading with integrity? Would your colleagues and direct reports agree that you say what you mean? That you model the behaviors that support your company values? That you can be trusted, are consistent, and are truly dedicated to helping team members succeed, and organizational goals achieved?

We’ve worked with companies and leadership teams where integrity was their lowest survey score when their leadership style was evaluated. Why? The raters felt that their leaders did not exhibit the behaviors that were expected of them, and that the actions, processes, and communication (or lack of) did not support the company values and beliefs.

Below are some questions that can be used to measure integrity. We suggest you answer the questions first, and then if inclined, you can ask your team to share their perceptions.

1.    I always act with positive intent

 

2.    I do not avoid answering questions truthfully, even when the issue is tough ex. layoffs

 

3.    I own up to my mistakes and take steps to not repeat them

 

4.    I am willing to say what I’m thinking, even when I’m in the minority

 

5.    I treat others fairly and respectfully regardless of position/title

 

6.    I lead by example

 

7.    I always fulfill my promises/commitments

 

8.    I’m respectful of others’ time and am always punctual

 

9.    I call others out when the work values are not supported

 

10. I don’t make excuses for poor behaviors or actions displayed by myself or others

 

11. I address disruptive behaviors and conflict quickly and respectfully

 

12. I am not easily influenced by those more senior to me when things seem “off” and have the confidence to be true to myself

 

13. I encourage collaboration for the attainment of results

 

14. I make an effort to build a work culture that encompasses trust

 

15. I give credit when and where credit is due

How did you feel answering these questions? Did any give you cause to pause? It takes courage to self-assess, and even more courage to admit there are development opportunities.   

Commit to supporting a work culture where integrity becomes the norm, and challenge others to do the same!

Sincerely,

Mike and Jan

 

The supreme quality for leadership is unquestionably integrity.
Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.
—Dwight D. Eisenhower

 

About PeopleTek Coaching

PeopleTek Coaching is a distinguished organization that specializes in developing leaders and teams to reach their full potential. Through customized coaching and training programs, we help individuals and organizations enhance their leadership skills, foster a collaborative work environment, and drive overall performance. Our experienced coaches are committed to empowering professionals with the tools and knowledge needed to succeed in today’s dynamic business landscape.

As you embark on your journey to cultivate integrity in your leadership, consider partnering with PeopleTek Coaching to support your professional growth and development. By leveraging our expertise, you can create a work culture that truly values integrity and fosters a thriving, successful team.

16 Mar
Leading with Resilience: Eight Guiding Principles for Challenging Times
marketang Decision Making

Leading with Resilience: 8 Guiding Principles for Challenging Times

Effective Leadership Includes The Ability To Be Resilient

Leading with Resilience: Eight Guiding Principles for Challenging Times

Effective leadership includes having the skills and ability to be resilient. Let’s start by defining resiliency. One found in the Oxford Dictionary is “the capacity to withstand or to recover quickly from difficulties; toughness.”

Any question as to why this is an important skill for leaders to possess? Dealing with employee retention, hiring the right person for the right job, addressing issues in the workplace, managing stress, meeting goals and deadlines, keeping abreast of changes in the market; the list goes on and on.

Glenn Sanford, CEO SUCCESS Enterprises shares eight guiding principles for leading through challenging times. (excerpts from SUCCESS – September/October 2022).

1. Play to Win – Set a clear vision and mission with defined goals for your team to rally around together. (We’re pretty sure you’ve heard this before!)

2. Be Continually Learning – The best practices that worked a couple of years ago are probably irrelevant today . . . find new and innovative ways to succeed.

3. Break What Isn’t Broken – A comfortable business is one that will get left behind. Encourage your team to challenge, question, and scrutinize everything.

4. Don’t Under-Estimate Your Competition – Keeping your competitive advantage means iterating your product or service before the market requires it.

5. Know When You Have An Advantage and Double Down – Identify what makes your company unique and capitalize on it.

6. Balance Operating Expenses With Growth – Keep your costs low and your focus sharp.

7. Be Agile To Adapt – Leaders should create room for key team members to move in and innovate (and stay out of the way!).

8. Embrace Chaos To Drive Change – Get comfortable with chaos; it’s a byproduct of fast growing organizations.

As leaders there’s a need recognize and address difficulties that our team or organization are facing. We need to have the skill and energy to cope with the “chaos” and help our teams work through and bounce back from disruptions and challenges.

Sincerely,

Mike and Jan

 

Life doesn’t get easier or more forgiving, we get stronger and more resilient.
― Steve Maraboli

 

16 Mar
Turning mistakes into opportunities: tips for handling mistakes positively
marketang Decision Making

Turning Mistakes into Opportunities: 3 Tips for Positive Handling

A man must be big enough to admit his mistakes, smart enough to profit from them, and strong enough to correct them.
—John C. Maxwell

 

Turning Mistakes into Opportunities: 3 Tips for Positive Handling

Mistakes happen! When they do it certainly does not feel good, but without mistakes, growth and innovation will be limited.

How do you react when a mistake does occur? Paul Tiberian from Oneness Consulting provides 3 tips for handling mistakes:

  1. View the mistake as another attempt to the solution

Don’t let mistakes depress or discourage you. We must realize that depression and discouragement are negatives that limit the future. Instead let it help you to be more determined to solve the issue.

  1. Admit the mistake

Now this takes courage, but recognition of errors is a sign of maturity. When we don’t recognize them, it is denying them. The reality is that denying the mistake only allows the mistake to take root and grow, it’s something that will limit your future.

  1. Know that it’s only when you ignore the mistake that it is negative

When we confront mistakes, when we look it square in the eye, we can take full advantage of it as “positive” and you will benefit from the mistake.

This not only applies to the mistakes we make, but also those made by our colleagues and direct reports. We once worked with a leader that impressed on his team that he should be the first one to know when they had made a mistake.

Not to chastise them, but rather to gather the facts so he could better understand what happened and communicate the mistake as needed. He also would make sure that the person that made the mistake would have all the resources they needed to resolve the issue as quickly as possible.

Too often there’s a fear factor about letting “the boss” know that a mistake was made. We all make mistakes. As leaders we can encourage our team members to own them, communicate appropriately, learn from them, and make every effort to not repeat them.

Sincerely,

Mike and Jan

Anyone who has never made a mistake has never tried anything new.
–Albert Einstein

 

02 Mar
What’s The Heart Of Organizational Success?
marketang Decision Making

What’s The Heart Of Organizational Success?

Research shows that the climate of an organization influences an individual’s contribution far more than the individual himself.
–W. Edwards Deming

 
We want to succeed, we want our team members to succeed, and we want our organization to succeed. How do we make that happen?

Based on LinkedinWorkplaceLearningReport2023, the heart of organizational success are our people and their skills.

We often talk about the need for a commitment for continual learning and the findings support that. The Workplace Learning Report states that the #1 priority for success is to map learning with your goals. (What got you to where you are today will not likely help with “tomorrow”).

They also shared the 4 focus areas as:

1.    Aligning learning programs to business goals
2.    Upskilling employees
3.    Creating a culture of learning
4.    Improving employee retention

As we often share, documented goals are a must have. And, each organization and team member must understand how they can support them, with a means to track progress. Once defined, are all the skills and development opportunities in place to attain these goals? Are there any that are missing?

Next, it’s all about your people. Your employees, from the time they are hired and through-out their entire career, must experience a work culture that makes them feel valued and allows them to thrive. Maria Laws, Director of Learning Experience Design says: “it’s about helping everyone find the way that they shine.” We call this Magic Dust™; that is helping our team members discover their strengths and where they find enjoyment. This includes knowing and leveraging:

·         What each team member is good at
·         The unique skills and abilities of each team member
·         The qualities that make them most impactful
·         How each team member feels valued

93% of organizations have reported that they view employee retention as an issue, and the report concluded that if employees are not being developed and with the ability to learn new things, they will look for work elsewhere. In a nutshell, workers have a high desire to “stretch, grow, and develop” themselves.

3 suggestions for making this happen include:

1.    Invest in cross-functional relationships (growth is not limited to promotional opportunities)
2.    Improve in data literacy (ask the employees about issues and satisfaction levels)
3.    Activate people managers (it’s reported that only 35% of workers were encouraged by their boss to learn new things; encourage your people!)

How are you contributing to organizational success? Can you do more?

Sincerely,

Mike and Jan

An organization’s ability to learn, and translate that learning into action rapidly,
is the ultimate competitive advantage.
—Jack Welch

 

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