Keep up-to-date on all things mentoring.
Bill Fisher, a professor at the International Institute for Management Development (IMD), penned a thought-provoking blog for Harvard Business Review called "The End of Expertise." Fisher attempts to explain the decline of expertise in a world where anyone can Google a keyword and stumble upon information. He uses an interesting formula from David W. Maister, et.al., focused on a trust equation...
In the unending war for talent, one factor that organizations use to set themselves apart is their culture. We're the fun company! We're the place to work if you want to get ahead. We're the company with perks you've never thought about needing and no titles to bog you down. We're the firm where all self-respecting [insert job category here] work.
Whatever their spiel is, companies do their best to tell people what makes them unique.
What does mentoring look like in your organization?
During River's webinar on building your mentoring roadmap, the majority of audience respondents said that mentoring in their organization was either a few small programs run by various groups (32.5%), informal only (27.5%), or a small program for a specific group only (20%).
As learning and training professionals try to blend technology with learning, it can sometimes leave people feeling confused, directionless, and disenchanted with their learning experience. In order to make the most of learning opportunities, we have to realize that technology exists solely as the enabler for us to bring learning to people in a new and different manner. However, to enact real change and bring real value to our learning efforts, we must...
Companies spend billions of dollars on employee training each year, but to what end?
A 2008 Corporate Executive Board study called “Sales Executive Council: Introduction to Talent Development” showed that within a week of a formal training event, people forgot 70 percent of what they learned. A month after the event, people forgot 87 percent of what they learned.
Most everyone knows about SMART goals: Specific, Measurable, Attainable, Realistic, and Time-bound. Chances are you have used this mnemonic acronym at some point in your career to help you focus in on a performance goal or complete a complex and multifaceted project. I myself have used it and have taught others about it.
Unfortunately, the SMART process is not one-size-fits-all.
From rapidly evolving skill needs to perpetually moving goals and targets, people need to constantly learn while accomplishing their daily work. It's no longer enough to have a single training event without sustained follow-up. Employees need to engage in continuous learning instead, where learning is an embedded part of their everyday activities.
Politics can be an ugly business. The infighting, the backstabbing, the name calling—sounds a lot like middle school, frankly.
In an episode of the wonderful political drama of the late 1990s and early 2000s, The West Wing, a character says there are two things you never want the public to see you make: laws and sausages. I'm paraphrasing from memory, but the point was...
Managers provide a critical link between executive leaders and lower level employees. They are often the go-between among these two groups, taking the broad strategy that leadership envisions and turning it into actionable tasks that their subordinates complete. They play an important role in bringing the greater goals of the company to life.
Yet despite the vital work they do, managers are often the first to be let go in layoffs and are the least likely to receive training.
Over the past 15 years, I have pursued a dream for a new way of mentoring. I have pushed for a modern mentoring approach where everyone in an organization is involved in the practice as both learners and advisors. I have advocated for the creation of personal learning networks where each of us builds a team of learners and advisors whom we lean on and lead forth as needs dictate.
One of the first projects that I worked on as a budding learning consultant in 1995 was helping a Global 1000 company re-engineer their Performance Management (PM) process. They needed to get their PM bell curve to conform to expectations. It had moved too far forward, and the majority of employees were rated above average. The client decided to change the rating scale so that managers would interpret employee performance more “fairly” and thus move the curve back to the middle (where it was supposed to be).
Your exiting employees hold a wealth of tacit knowledge and skills in their brains, and organizations need to formulate ways to tap into that knowledge before it walks out the door. With Baby Boomers getting set to leave the workforce en masse, capturing this knowledge is a critical gap in organizational learning and development schemes, and one we need to address immediately.
I recently had the opportunity to read a LinkedIn post by Ed Franzone, who is an executive coach, organization, and leadership development consultant. I’ve known Ed for several years now. Our paths initially crossed when the company I work for, River, provided services to one of Ed’s former employers; Ed was our internal champion.
Do your learning initiatives offer opportunities for all of your employees to take part? Do you see value in people learning throughout their entire careers? Do you have an inclusive mindset about opening up learning programs so that anyone can participate?
Chances are you likely answered yes to all three of these questions. In theory, yes, we all want learning to be open, inclusive, and ongoing. But in reality, our learning programs do not tend to support and embrace each employee.
In Josh Bersin’s “Predictions for 2015” research report, he states that “Skills are now currency” and that “professionals at all levels have to continuously reskill themselves to stay current and relevant” (p.25, Bersin by Deloitte, January 2015).
This should not come as a surprise to anyone in L&D; we know that skills must be honed, refined, and kept current, which means constantly working on them in some way. Unfortunately, the way most L&D professionals address this need is to provide broad-based training or e-learning.
When I took over as President and CEO of my company more than a decade ago, I did not know very much about running a business. My background up to that point was in organizational design and development, leadership development, and training. I did not know much about the day-in and day-out tasks of managing a business, but I was about to learn very quickly.
This year’s ATD International Conference and Exposition in Orlando, Florida promises to be a jam-packed and exciting event. Will you be part of this massive event for the training and development industry?
Not only will River have a booth at the event, Randy Emelo will be speaking at two sessions at the conference, and Randy will also have his new book, Modern Mentoring, available for purchase and for personalized signings!
We’ve all been there, sitting in a meeting listening to someone speak, when the person asks a question of the group. Cue cricket sounds. No one wants to speak up, and everyone is waiting for someone else to take action.
Now imagine that happening in a social learning environment when people only interact via technology. One colleague refers to this as playing “social chicken.”