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Tuesday, July 04, 2017

With Great Power...Leadership in Action

"With great power comes great responsibility." It's been many years since Uncle Ben said this but this quote still rings true and many leaders still fail to learn the lesson.

It helps to go back to the reason why Uncle Ben said this to Peter a.k.a Spider man to understand the message and carry the yoke of power effectively.

So Peter discovered he has superpower and thought of what he can do to take advantage of it. He beat  up the guy who bullied him, joined a local wrestling match to generate some quick cash. He's gotten busy with how to harness his power that he started to neglect the menial stuff like picking up Aunt May and buying groceries. That's when Uncle Ben decided to confront him. And just like a bitter pill, Peter  refused to swallow the lesson which cost Uncle Ben his life and Peter a lot of regret.

I think that giving people an opportunity to lead is tantamount to giving them power. Two kinds of power; the power to make or break an organization, and the power to make or break people's future. It's an awesome power that requires a great sense of responsibility. While these responsibilities are clearly communicated in one's job description and performance goals, many tend to ignore these because their busy taking stock of the perks and entitlements of the formal authority and position. 

Sunday, June 04, 2017

Download A Free Learning Contract Template to Build Accountability for Training

I often see people attend training and they don't know why. Managers or HR send their people to training without communicating reasons and expectations. As a result, many participants attend the training as form of compliance or following instructions. If we are to maximize benefits from training, we have to change this. Here are a few suggestions:
  1. Introduce a learning contract to help managers and learners have something specific to discuss before sending them to training. Ensure that the manager has a clear understanding of what the training is all about before deciding to send participants. If it is possible to invite the trainer for a presentation so that all their questions may be answered, do it. Have them discuss learning objectives, application of learning, monitoring, and follow through.  Please see a template I developed that you can use for this.
  2. Advertise the training. I'm assuming that the reason you decided to run a training is because there is a need. Talk about how the training will address the need. Build the desire not only from the Managers but more importantly, the learners.
  3. Train your managers for coaching, monitoring and follow through. Some managers hesitate to discuss performance expectations because they don't know how. If you need help on this, call exeQserve at 8933199
  4. Monitor the learning contracts. Ensure that the managers and their learners are having their conversations. Introduce the tool to the trainers to provide ample time for reflection and writing of learning action plan. Collect completed forms and allocate time for group gathering for a follow through and discuss of their own learning.
Training is a big investment, it is just right to ensure that everyone is accountable for ensuring its success.

Call ExeQserve if you want help implementing a learning contract for you organization.

Thursday, June 01, 2017

Why Invest in Your Employees' Emotional Intelligence

Personal Mastery is key to dealing with different situations at work. We're not talking about difficult situations here. The easy situations are the ones that really need the most amount of emotional intelligence. That's because they happen often and they're the most taken for granted. 

For those who are new to the idea of emotional intelligence, it is the capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically.

Daniel Goleman introduced a model that identifies 5 competencies and skills that drive performance. These are:
  • Self-awareness – the ability to know one's emotions, strengths, weaknesses, drives, values and goals and recognize their impact on others while using gut feelings to guide decisions.
  • Self-regulation – involves controlling or redirecting one's disruptive emotions and impulses and adapting to changing circumstances.
  • Social skill – managing relationships to move people in the desired direction
  • Empathy – considering other people's feelings especially when making decisions
  • Motivation – being driven to achieve for the sake of achievement

Thursday, May 25, 2017

Ideal Learning Conditions

First I'm going to rant and then I'm going to propose solutions.

There are times when I wish I could tell clients they can just pay for the training certificates so they don't need to bother sending their people to a whole or two-day training and avoid having to pull them out when they need them. Here are a few pet peeves:
  1. Participants who don't know why they were sent to training – Some participants resent attending training because they are utterly clueless why they're there. I imagine how irritating it would be to be sent to the same training a number of times without the boss discussing why.
  2. Training that are held in the client's office where participants are pulled out once in a while to do some work - I really can't understand the idea of sending people to training and then asking them to skip a few hours because they have work to do. It's obvious that people who do this think learning equals attendance certificate.
  3. Claustrophobic venue and 30 participants - on a number of occasion, I have been asked to run a program in a small venue brimming with participants. When I express my space requirements, client will say this is all we have while pointing to a small room, you either take it or leave it. Of course, I will take it but it diminishes the learning experience due to space limitations.
  4. Bosses who are not interested in the content of the program - this often becomes an area of concern for participants. They attend the training, like the program, but worry that their bosses won't appreciate the changes they want to make. This happens when HR “requires” managers to send participants rather than sell the program to them by presenting learning objectives and content and aligning them with strategic and operational objectives.