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Casual Articles - Building A Learning Organisation - Part 3
Most business books and magazines sing the virtues of having or being a mentor. Even though we know how valuable a mentor can be to our success, we discover that finding the right fit is not always easy. In this article, I discuss the ins and outs.It is important that the mentor-mentee relationship is satisfying to both people involved. If you find someone you would like to have as a mentor, as
4. Facilitate learning from the surrounding environment. Learn from internal factors such as processes and procedures at work and find ways of how to improve learning from competitors. Avoid their mistakes and copy their well-achieved results.
For your business to really prosper, you have to get deep down and dirty to ensure that really get clear on issues you are facing. And those your people are facing too.Susan Scott has written a tremendous book called 'Fierce Conversations'.It is not a book for the faint-hearted.However, it is a fantastic resource, whether you want to take a long hard look at your career, your business or yours
APPLY THE GOLDEN RULES
The following practices and approaches can be used while managing the learning process.
1. Thrive on change. Management must not be afraid of change. There should be commitment to and focus on the things that matter most. Change is necessary and therefore clear objectives and plans must be in place. Change will translate itself into a learning opportunity.
2. Encourage experimentation. Change will bring along uncertainty and risks. Experimentation is a necessary risk. Accept mistakes as a normal process and encourage employees to come forward with ideas. Learning from mistakes is often more powerful than learning from success. The most important thing is to 'fail intelligently' to learn something from mistakes. Apply reviews of the whole change process and reward individual effort.
3. Communicate success and failure. Let there be a communication system of disseminating information and knowledge that reaches everyone efficiently, for example, through company journals, website, job rotation programs etc.
4. Facilitate learning from the surrounding environment. Learn from internal factors such as processes and procedures at work and find ways of how to improve learning from competitors. Avoid their mistakes and copy their well-achieved results. C
You have a great month and make more than you thought possible, but the next month your sales are much lower and by the third month they are almost non existent. What happened and how on earth do you survive this situation?First of all congratulations on your big sales figures. Do you know why this happened? Did you have a good marketing campaign going on at the time or maybe a lot of referrals. If you don’t know make sure
2. Encourage experimentation. Change will bring along uncertainty and risks. Experimentation is a necessary risk. Accept mistakes as a normal process and encourage employees to come forward with ideas. Learning from mistakes is often more powerful than learning from success. The most important thing is to 'fail intelligently' to learn something from mistakes. Apply reviews of the whole change process and reward individual effort.
3. Communicate success and failure. Let there be a communication system of disseminating information and knowledge that reaches everyone efficiently, for example, through company journals, website, job rotation programs etc.
4. Facilitate learning from the surrounding environment. Learn from internal factors such as processes and procedures at work and find ways of how to improve learning from competitors. Avoid their mistakes and copy their well-achieved results.
Probably the most interesting thing about brochures and leaflets is that they're seldom read in what we've come to know as the right order - as you would read a book. Rather in the same way that many people read magazines in dentists' waiting rooms, they will flick through brochures and leaflets and stop to take a longer look at bits that grab their attention.Alternatively they'll flick all the way through and
3. Communicate success and failure. Let there be a communication system of disseminating information and knowledge that reaches everyone efficiently, for example, through company journals, website, job rotation programs etc.
4. Facilitate learning from the surrounding environment. Learn from internal factors such as processes and procedures at work and find ways of how to improve learning from competitors. Avoid their mistakes and copy their well-achieved results.
Seeing the looks on employees faces when I visit local businesses tells me what many people already know, a lot of people hate their jobs. Spending 40 or more hours of a week at a place you hate can be very difficult. Regardless of the hatred people have for their jobs they need to realize that it could be worse.If you flip through the employment section of your local newspaper I am sure that there are many jobs a lot worse tha
3. Communicate success and failure. Let there be a communication system of disseminating information and knowledge that reaches everyone efficiently, for example, through company journals, website, job rotation programs etc.
4. Facilitate learning from the surrounding environment. Learn from internal factors such as processes and procedures at work and find ways of how to improve learning from competitors. Avoid their mistakes and copy their well-achieved results.
In a true merger, no one culture should win. Having one side win over the other can be the kiss of death to the deal. Unfortunately, more often than not, what we have experienced in the merger frenzy are acquisitions disguised as mergers. There is typically an acquirer and an acquiree, and the lead company's culture typically dominates. If you are the acquiring compan
4. Facilitate learning from the surrounding environment. Learn from internal factors such as processes and procedures at work and find ways of how to improve learning from competitors. Avoid their mistakes and copy their well-achieved results. Can also form alliances to have a cross fertilisation of ideas. Build a relationship with customers. Apply an outside-in policy to strategies. Customers provide free advice through their complaints, suggestions and surveys. After all, the organisation survives through satisfying customers. Theirs might be the best advice.
5. Facilitate learning from employees. Offer continuous learning and multi-skilling opportunities. Remove hierarchies and empower people to experiment and take decisions. The people at the lower ranks in an organisation are the ones who know most of the problems within the business. This means that more often than not, the employees themselves know what needs to be done to improve the business.
6. Reward learning. Have a proper performance appraisal system to reward those employees who are embracing the learning culture to boost morale. Remember that everybody wants their work to be appreciated. Make sure therefore that individual performance is linked with organisational performance.
7. Intentionally retrieve and retain compa
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