Tag Archives: Training

Grow Wisdom, Organically

Succession planning is a perennial concern in the ranks of executives, and rightly so. The wave of boomers retiring was slowed by the seven-year downturn, but we have now emerged from the great recession. Though many people have not fully recovered, the reprieve can’t last forever.

Succession Planning = Growing Wisdom

The purpose of succession planning is to nurture wisdom so future leaders, at all levels, will be competent to make good decisions. Now that information is ubiquitous (and overwhelming), knowledge is not THE differentiator for effective decision-making that it once was. Today, we need wise people who define problems cogently, work collaboratively, and find creative solutions.

That begs the question, how do we “grow” wise, creative, collaborative people? Is there a program for that?

Yes. There are many, but none can replace the “real thing.”

Organic Growth

Formal programs are often poor institutional replacements for organic relationships and processes. Sure, mentoring programs, annual nine-box reviews, and competency-based training programs are beneficial. In fact, I make my living helping clients with these very programs, but they are only supplements to the natural and organic dynamics of teams.  Supplements do very little when the soil itself is depleted.

Wisdom is learned most effectively from organic processes like:

  • Experience Solving Problems – including successes and failures,
  • Story Telling – hearing tales of yore from the elders,
  • Imagining – dreaming up ideas for what might work,
  • Reflection – personally and in teams, and
  • it is increased exponentially from feedback.

But who has time for story-telling, imagination, and reflection? Todays’ technology-infused marketplace requires pragmatism and fast action. Without continual learning, however, action solves yesterday’s problems, and people quickly grow obsolete.

Sustainable success requires business processes designed for action and learning.

Co-Generation

What if your work methods were co-generational? What if work processes could create and distribute both “product” and wisdom? It is not only possible; it is a reality for many companies. Here are six ways to make it your reality:

1. Design Jobs for Teams
Many jobs provide liberal amounts of autonomy, which, not coincidentally, is highly prized by Gen Xers. There is much to be said about the motivational power of autonomy, but it can also hinder the learning that comes from diversity. The power of autonomy is the amount of input and control released to people. Instead of releasing control to individuals, release control to teams. Then, require them to make decisions together. For example, you could make the team unit rather than the individual responsible and accountable for sales, delivery, and service. To ensure it sticks, reward performance based on both individual and team results.

2. Multi-level Working Teams
With all the talk about diversity, I don’t iStock_000024087384Smallhear much discussion of experience as an important facet of diversity. If you want “junior” people to learn, they have to be in on the action where they get experience and can rub elbows with the experts. Novices learn by exchanging ideas with more experienced people while they work – not by being told what to do or by watching from afar.

3. Player Coaches
First-line supervisors are commonly working supervisors. It is less common for mid and senior-level leaders to sit down and think-through problems with staff. While often rusty in technical matters, experienced leaders have perspective, problem-solving approaches, and social awareness. In other words, they have wisdom, and it’s their responsibility to share it. Leaders can be player coaches by joining teams as working members, conducting round-table discussions, participating in training program, and teaching leadership courses.

4. Safe Team Meetings
Meetings are like liver. Hardly anyone likes them, but they contain essential minerals. Just like liver, if you don’t prepare well and tend to the climate, meetings leave a bitter taste in your mouth. Meetings should be a safe place for communicating and solving work problems. Take team meetings seriously: meet regularly, prepare, bring problems to the forefront, enforce the ground rules, and listen.

5. Dialogue without Decision
This is a serious discussion of issues with the intent to explore and understand that is separate from decision-making and action planning. For many people, the urge to decide and act is compelling; anything else feels like a waste of time. Engaging in Dialogue without Decision is a deliberate business process that recognizes learning, knowledge, and wisdom as valuable inputs and outputs of work. When you conduct Dialogue without Decision Meetings, you help establish learning, listening, and critical thinking as core company values.

6. Post-mortem Sessions
Debriefs, post-action reviews and post-mortem sessions are “common” among best-in-class companies. But their value depends largely upon how you conduct them. To get maximum learning from these sessions, focus the conversation on “what we noticed” and “how we interpreted it” rather than “what we did.” This will uncover and test the veracity of your guiding theories. The learning that results will improve the speed and quality of future decisions.

Go Organic

Succession Planning will remain a perennial concern as long as executives rely on programs like knowledge management systems, succession planning, and leadership training as their main developmental tools. Leaders will find they get better results using co-generational work processes, which derive learning from the work experience and from social interactions that encourage story-telling, imagining, and reflection. You may believe that you can’t afford such fanciful whims, but that is just your imagination.

Dancing with a Bear

Stepping on Toes

The giant man rose to his feet displaying his 6’8”, 400-pound frame, reached for his coat as if ready to walk out, and asked me “Do you want to know what I think of that?” We had already danced around the room quite a bit, so I bit. “Yeah,” I said. “That’s good, that’s real good. You’re good,” he replied, and then he sat back down and settled in for the rest of the class. It wasn’t exactly music to my ears, but it was close.

As a trainer I had just allowed myself to travel too far down the path, dancing with this bear of a man about his issue with his boss. On several occasions the boss told him, “You are a big guy; that can be intimidating.” But what could he do about it? “I am big,” he told me, “I can’t change that. Do I have to act like a sissy? Why should I have to change? Do you expect me to change?”

Leading the Dance

“Yes, I do expect you to change.” I exclaimed, looking right into his eyes. Then I looked around the room to the other participants. “Yes! Yes, I expect all of you to change. That is why I am here. I am a trainer. I wouldn’t be here if I didn’t expect you to change. I am offering you better ways of working and relating with people in your life. You don’t have to adopt them: that is your choice. But if you want better outcomes, then I suggest you consider trying them.” And when I said that, the dance was over. My bear, and the other participants, sat back and listened more intently and ready to learn. The dance was over and our work had finally begun in earnest.

The Magic of the Moment

My words weren’t magic. I certainly didn’t intimidate the man. I didn’t say anything that he, and the others, didn’t already know at some level. So what changed? I believe that it was the simple respect of talking straight and offering choice. He expected me to dance with him, somehow avoiding any intimation that he should change. That would somehow invade his “right to be me.” He challenged me to be truthful. He wouldn’t respect cowardice, nor tolerate an absurd denial that people must change. I spoke an obvious truth, which earned his respect and his ear. If only more people would make this choice.

The Teddy Bear

After the class, the dancing bear talked with me for awhile about his dilemma. He “got real,” and we talked through different conversations he could have with his boss about the real issue. He was a great guy—a teddy bear really (which I pretty much knew all along – despite his pretense). We parted friends, and I look forward to working with this bear of a man again.