Are you or your organization prepared for what will happen when “knowledge leaves the building?” One of the greatest assets any company has is the institutional knowledge retained by its workers. What happens when they leave? Find out more at the Knowledge Transfer Workshop on July 23.
Knowledge Transfer provides the tools and processes for effective knowledge transfer – to cross-train individuals or teams, get new hires up to speed quickly and efficiently, and meet succession needs as employees prepare for retirement. Suitable for anyone at any level of your business who is responsible, either formally or informally, for mentoring other employees, this workshop uses plain language along with fifteen proven tools that can be put to work right away to help you get the most out of your knowledge transfer efforts.Read More
There truly is no “I” in team, unless of course, you are terrible at delegating responsibility; in which case you actually are a team of one by choice. Delegation is critical to being a successful, healthy leader, yet it’s one of the most challenging aspects as well. As we progress in our careers and take on leadership responsibility, we build more and more confidence in our own abilities. Additionally, we see how we have out-performed our coworkers, which leaves us less confident in their abilities. When this happens, it becomes easy to hoard responsibility.
Nothing stalls growth and fuels burnout like believing you’re the only one competent enough to get the job done.Read More
They go by a dozen different nicknames- rock stars, superstars, overachievers, A-players, etc. But regardless of the name or definition, any good leader can tell you which team members are high performers and which are not. High performers are exciting. They stand out. They are the people you go to when you need a last minute sale, are faced with an impossible deadline, or need a presentation that will dazzle a client. They set the bar for excellence on your team.
But they’re also trouble-makers in an organization. Here are 7 ways that High Performers create problems for managers:Read More
We never seem to have enough time. We spend hours reading books or taking classes on time management, only to return to our desks and become slaves to our email, endless meetings and unscheduled coworker drop-ins. As the economy tanked in 2008, layoffs forced employees to do twice the amount of work in the same amount of time. And even though the economy has improved significantly, we are still managing unhealthy workloads.
So, it’s no surprise that we’re always trying to find ways to save time in our day. That’s healthy. It’s necessary. What is unhealthy is where we try to save that time.Read More
There’s an old saying that “When the only tool in your toolbox is a hammer, you treat everything as a nail.”
A similar phenomenon is happening in corporate training. Heavy investment in HR technology for employee development including eLearning, Learning Management Systems (LMS) and the accessibility of MOOCs (Massive Open Online Courses) has changed the way we think about educating employees. Those changes, however, may not be in the best interest of the employee or the long-term health of the company.
After spending tens (if not hundreds) of thousands of dollars on implementing a LMS and customizing courses, naturally, there is an expectation that managers should use that technology wherever possible. To be fair, eLearning can be a wonderful way to distribute basic just-in-time education to a large volume of employees who are geographically dispersed. It’s perceived as inexpensive (only because the significant cost of a LMS has already been paid upfront), doesn’t require travel or the cost of a trainer, and can be squeezed in between other work activities. But learning technology has its place, and it shouldn’t be the answer to every employee development need.
Our new blog is just about ready to go live. Please come back to this space for insightful tips, discussions and insights into leadership development from noted blogger, Breanne Potter-Harris.