Monday, August 31, 2020
Sunday, August 30, 2020
Saturday, August 29, 2020
Friday, August 28, 2020
Thursday, August 27, 2020
Wednesday, August 26, 2020
Tuesday, August 25, 2020
Monday, August 24, 2020
- They are much more likely to take steps on their own to improve their own workspace than people with low self-efficacy
- They are much more likely to try new things and experiment to see what might work better.
- When they try this new things and they don’t work, they dig in and persist through that failure. They keep trying until they MAKE it work.
good discussion about whatever is on your mind.
Sunday, August 23, 2020
domain. The top levels of learning: Analyzing, Creating, and Evaluating are problem solving.
standardized work, and learning circles. I believe that if you can correctly install these structures, you can build a resilient learning organization.
Saturday, August 22, 2020
Friday, August 21, 2020
expertise quickly. Teams of 3 to 6 people with a team leader are able to establish supportive relationships that promote learning and development.
new term for a webinar - at 2:00 pm Eastern. Register here.
Thursday, August 20, 2020
Wednesday, August 19, 2020
Today is my 50th episode of Elevate Your Performance. I'm still having fun with this so I expect I'll make it to 100 in early October.
You can find all the videos on my YouTube channel.
Today, I want to stick with what I started yesterday - Learning.
I mentioned the 4 domains we learn in, always concurrently. The one I spend most time focusing on is the Cognitive domain. To me, this is where we build thinking skills.
There are 6 levels of learning here:
The top three levels (Analyzing, Creating, and Evaluating) are called problem solving levels of learning, so we come back around to problem solving as a function of responsibility and then satisfaction at work.
If we focus on analyzing, what steps are really required? How do you analyze something?
The key thing that makes analysis "analysis" is breaking something down into a series of steps. It can be a timeline, or an ecosystem, or even something like a quality problem at work.
Once you identify the steps or the chunks, then you'll need to understand how each contributes to the overall outcome. You might need to decide what data you'll need to collect and how to collect it so you can use that data to make better decision.
Outside perspectives always help you see the chunks more clearly and understand the systems that contribute to problems in workplaces.
If you need an outside perspective brought in, please reach out to me. Book a time to have a call with my by clicking on this link.
I can help you with a remote review of any problem you might need help with. I want to ensure that when the pandemic lifts, instead of going back to normal, we go back to better.
Have a great day and I'll see you tomorrow!
Tuesday, August 18, 2020
The USPS has been in the news an awful lot so I want to shout out to my friends who work there. They've been struggling for a while for lots of reasons but they are wonderful, hard working people who really care about us. So please go buy some stamps and show them some love.
I can't believe I've gone this whole month so far, with a theme of Learning, without really talking about learning yet. But all the satisfaction information I've shared ties into learning because one of the satisfiers people claim is learning or growth opportunities. Are we providing these at work?
People learn in 4 domains:
Psychomotor learning is where we learn physical skills and hand-eye coordination.
Cognitive learning is where we learn to think critically and logically and solve problems.
Affective learning is where we classify what we've learned by the value we think it has, forgetting some and keeping some
Social learning is how we learn from others in a social group like work.
These all weave together, so you can never just learn in one domain, you learn in all of them, all the time as we go through life processing everything.
Knowing how people learn can make you a more effective leader because you can redesign workplaces to enhance learning and discovery rather than enforce old rules.
If we want a culture of engagement, this is pretty important.
That's all I have time for today. Join me for a lean coffee every Wednesday at noon. Here's the link: https://us02web.zoom.us/j/3875126993?pwd=VGhuQ2wybm9sbHJybnlONlNhbmROdz09
Make a comment, like, and share this post for me. Let me know if you need help with anything. I'm pretty good at helping people solve problems.
Monday, August 17, 2020
How do you respond to change?
When the pandemic hit us and we were ordered to lock down, what kinds of things went through your mind?
Since we’ve been under these constraints for almost 5 months, what has changed about the way you think about change?
If you’re like most people, we respond to change in a relatively predictable way. You probably greeted that first jarring news of the NBA season cancellation with a little disbelief. That’s a form of resistance and it’s based on fear. We all have a fear of unknown changes. Some wear it a little better than others.
If you want to make a change at work, you can expect the same kind of reaction. Lots of people blame resistance to change for failed initiatives, but they fail because of leadership.
Just like we had daily briefings about the pandemic, where our officials were trying to let everyone know as much as possible to help manage the fear, the way you, as a leader, communicate will either help bring people into a place of acceptance more smoothly, or turn everyone off.
As we saw with our government briefings at the beginning of the pandemic, if you say things that make things LESS clear, or if there are conflicting messages from different leaders, people are left to do whatever they decide to do, which may be nothing, or it may be something that causes your initiative to fail.
Since this is a complex topic, I’m finishing up an on-demand, Short, On-Line Learning Experience on Navigating Change. It’ll be available later this week for $19. I would make it free, but my workload is way down and my bills aren’t! REGISTER HERE!
Saturday, August 15, 2020
I usually talk about making our work better, which has a relatively happy feel. But it's difficult to make work better when you're out of work.
The pandemic has kicked our butts but more importantly it has sharply exposed some of our underlying problems that we as a society really don't want to admit and don't want to face.
So what happens to problems when we ignore them?
They always get worse.
What happens to problems when we deny they exist or flat out lie about them?
They always get worse.
Our national problems are significant. Elections alone aren't going to solve them.
Let's look to our families and communities and start small. What can we do to help each other out? Within our communities, whether geographical communities, or communities of practice or faith, we can bring out some equity through love and learning.
I'm willing to spend time on the phone with anyone who'd like to brainstorm and try to figure out what to do. Send an email and we'll book a time.
Love each other. Learn from each other what we need to step up, and then help each other take that step up. Together we can lift the yoke of poverty.
Workplace Culture - August 14, 2020
Do you need a culture change?
I’m picking up this blog because the format is easy and i like the way it presents each post. I have been doing a daily video since July 1, 2020 and I nearly always write a sort of script before I record. I haven’t figured out a good way to transfer all of those to this platform and preserve the sequence, but I’ll get that figured out soon enough.
For now, let me just start rolling. I’m sure I’ll adjust as I go.
The theme August has been Learning. I've spent the past couple of weeks focusing on what you need to learn to make jobs more satisfying and why.
Today I want to add to the why with a shift to talk about culture.
Culture captures the collective behavior of the people in organizations.
I think there are 5 specific types of culture in organizations
Defiance - where trust between the leadership and the workforce is absent so the workforce actively works against the goals of the leadership
Compliance - where the workforce complies with the directives of leadership, doing what they are told to avoid negative consequences
Involvement - where leadership solicits some input from some of the workforce
Excitement - where leadership promotes the participation by the workforce in scheduled events and activities to improve the workplace
And Engagement - where leadership and the workforce work together to set and achieve goals, and where the workforce is fully empowered to make changes which they share proudly with leadership.
Most organizations are stuck down in Compliance.
2020 has been a huge shock for all of us. Those compliant organizations took a hit while the leadership had to decide what to do and then put things in place to allow the workforce to work differently.
How much more quickly could they have pivoted if they had all of their employees seeking and discovering new ways to work?
This isn't going to be our last crisis. Now is the time to start changing your culture to face the next one.
Reach out and let me show you how. But you'd better be ready for some heavy lifting. This is easy to talk about, but difficult to do.