Archive for the ‘ Leadership ’ Category

Streaming: The Future of Virtual Learning?

There is a revolution happening in the world of video games. It is called Twitch. It’s a website where gamers can directly stream footage of their game daily and provide voice commentary. Most also share their webcams in the corner of the screen and respond to chat either directly in the chat window or via voice. They generate revenue through subscribers who pay monthly ($5 on average) for special benefits (like being entered into giveaways) and donations. And it’s gaining so much popularity that Amazon purchased it for almost a billion dollars and was considered the fourth largest source of internet traffic in the US in early 2014.

Pewdiepie Playing Goat Simulator

So why is this important? Well, within the realm of learning, MOOCs have gained much popularity for providing content on the go at little to no cost. But the content is not flexible and other than forums, there’s no fast way to interact with the content provider, especially if you need clarification or have a quick question. It lacks the feel of communicating directly with a live human being. And virtual training/learning is great, but could be expensive and the scheduling might be inconvenient or infrequent.

video-blogging-300x224

In a sense, MOOCs are like YouTube, where people upload content and others view it. So what is out there for learning that is like Twitch? Currently, virtual training/learning and live video blogging comes the closest. But imagine if there were entertaining individuals streaming, for instance, a fun learning videogame or sharing some interesting but educational videos for just a half hour every night and providing witty commentary. And also answering questions out loud on the video as you ask them in the chat window. And providing free giveaways for both subscribers and regular viewers.

How-To-Video-Your-Way-To-Success

There are technology platforms already in place to enable this type of streaming to occur. And there are many people who would benefit from this type of content. And for the streamers, there is revenue to be generated through subscribers. I believe that this will be the next big learning platform to take off once more people start taking advantage of this technology, particularly when more of the YouTube generation starts to enter the workforce.

What are your thoughts? Would this be something that would interest you?

Image Credit: 1 | 2 | 3

How to Lead a Millennial

I am a millennial. I almost feel obligated to apologize for that because, for some, it has almost become a dirty word. Disjointed, entitled, unsocial… the list goes on. These are just some of the adjectives that people might describe this large portion of the Hipster Girlwork force and the current and future leaders of America.

For now, let’s say we get past our differences and agree on one thing: What we (millennials) need out of our leaders is different than what you needed. We need:

  • We don’t do politics very well. We haven’t quite navigated the whole office politics thing at all. You may see that as naive, but chances are, we may never actually master office politics. Truth be told, we are just not that into it. Our office politics are more like “The Office” and less like a scene from “House of Cards.”
  • Yes, we were the age that grew up with MySpace and “the” Facebook. We crave information and can read through it very quickly. We have the ability to look at a large amount of information and sift through the minutia to get what we need out of it. We actually embrace vulnerability as long as we are kept in the know about things. We hate to be blindsided or caught off guard.
  • Once we’ve earned it, stay out of our way! (In a good way). We are not a big fan of being micro-managed and want opportunities to be creative and innovative. We’ve grown up with technological innovation happening constantly around us and so that has nurtured our own creativity. And we want to show that off in our work.

Unemployed MillennialTo all non-millenials, remember, we are the generation that saw our parents lose their jobs, pensions, and futures during the economic downturn. We watched the news as the unemployment line was packed with people looking to stay afloat. We heard many say, “I lost my job and that was the only thing I knew how to do.” So we are diversifying our biggest portfolio by investing in ourselves. We are getting as many skills as possible, and although we may be accused of “coming for your jobs”, we are really just in survival mode. And we probably always will be.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

Motivation: What’s Yours?

I was asked a question today: “What motivates you?”

I immediately thought about context: Motivations for work-related tasks? For my own personal goals? And then I thought about life in general. What motivates me to get up every day?

1

This is such a powerful question. The answer says so much about who you are as a person. Whether you are internally or externally motivated, and your reasoning for why you are motivated in that way can shed light on your values and morals. Even how you frame the answer conveys what you find most important in your life.

And yet, despite the wealth of information this simple question could provide, many leaders don’t ask this of themselves and of their direct reports. Leaders can uncover why they’ve become leaders and what strengths and weaknesses they possess. They can also discover how engaged their workforce is and how to better inspire their employees.

So go ask yourself and those around you, “What motivates you?”

motivation

Image Credit: 1 | 2

Are you a Travel Agent or Tour Guide Manager?

If you are like me, all you want to do is “see everything” once you get to a new country or city. I just want to go out and explore every inch of the city and get a feel for the people, the food, and the culture. On my last trip Travel agentto Venice I ended up getting lost and seeing the same tall buildings for 2 straight hours as I kept going in circles through the buildings that divide the canals. At times in my career I’ve been doing the same thing wandering aimlessly throughout my day to day tasks.  Often Ken Blanchard tells us that “Leadership is a partnership” and that we must work together to accomplish tasks. If you have ever had a bad manager or a bad travel agent, you know how important this collaboration is.

Take a look at these descriptions to see what kind of manager fits your description:

Travel Agent: He has never done the job before that he is asking you to do, and probably will never end up doing it himself. He has tons of tips of ways to accomplish the task but has never even stepped onto the job site. He doesn’t speak the business language at all, but tries to act like he does, while continuously mispronouncing business terminology. He also keeps repeating the word “synergy” because he thinks it sounds great but has no idea what it means. He also thinks SCRUM is a type of Norwegian cheese spread.

Tour Guide: Knows the job really well and has extensive experience in the field. He speaks the business language fluently and often teaches these classes at night to new comers. He knows the job site in and out and can tell you the best places to meet new peopactivite-loisirs-gap-saut-parachute-biplace-au-dessus-alpes-10le and who to learn from. He’s often seen walking around the office and getting acquainted with the culture and knows the real players in the organization. He guides his direct reports every day and helps them navigate the business while providing them with the best information possible. He doesn’t accept tips at the end of the day because he genuinely loves to do his work.

If you are a Travel Agent manager, don’t feel bad. Get out there, explore the sites, and get familiar with the “culture”. Sip the wine, mingle, and help your direct reports through their workplace experience. Really do your best to partner with them and guide them through their role and tasks.

The workplace needs more leaders who can partner with their direct reports for success. No travel agents needed.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

A Tale of Two Leaders

“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us…”

Best of Times, Worst of Times

Best of Times, Worst of Times

The opening lines of Charles Dickens, A Tale of Two Cities, hints at the central tension throughout the classic novel—the growing struggle between a thriving and oppressed society. The tension between two worlds of existence builds throughout the story and leads to the dawn of the French Revolution.

A familiar narrative is playing out in today’s workplace and society—the growing tension between good leadership and bad leadership. Organizations around the world are either thriving or struggling under the effective, or ineffective, leadership at all levels of an organization.

While delivering a recent virtual presentation to individual contributors and managers from diverse locations that spanned from the United States to the United Kingdom, Nigeria, and Iran, I asked participants to consider two scenarios during their careers. “Consider a time when it was the best of times at work. Then consider a season where you’ve experienced the worst of times at work.”

During the Best of Times at work participants described an environment where they felt energized by going to work. They were alive and thriving. Individuals were empowered to bring their best ideas to the table of collaboration in an open and trustworthy environment. Conflicts were resolved with fairness and efficiency. They felt as if their personal goals and responsibilities where aligned with that of the organization.

During the Worst of Times, the list grew longer and darker. Participants described a workplace that was stressful and frightening. People were not open to collaborating or sharing new ideas out of fear for being reprimanded or dismissed, or even the threat of loosing their jobs. Conflicts went unresolved, and in some instances, escalated to threats and bullying by other employees, managers, and executives.

No matter what the circumstances were, or the country or culture they experienced in, the environment was unanimously driven by the presence, or lack there of, good leadership.

Effective leadership is the most critical asset in the health and happiness of an organization, family, community, nation, or organization. Though organizations may be thriving finically, or having an amazing mission, the most important factor in sustained and meaningful success is founded on the way the leaders act and behave, in public and through interpersonal relationships at every level of the organization they are leading.

How would you describe your work environment today? Is it the Best of Times for you at work? Is it the Worst of Times? Are you leading and being led in the most effective manner that leads to personal and organizational health and happiness? The best of times at work are created when people at every level of the organization are committed to learning, growing, and living effective leadership behaviors.

 

Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is also passionate about developing leadership in youth through The Blanchard Institute, a youth leadership development program that teaches core leadership concepts to young people all around the world.

Are You Blind to Change?

The video below by Derren Brown demonstrates a phenomenon called “change blindness,” where a change that should be obvious goes unnoticed.

You can find a similar experiment here, which was done at Harvard. How resilient to change blindness are you? Let’s try an experiment of our own. Something is changing between the flashes in a very obvious way in the picture below. Can you spot it?

Change Blindness - Market

How about in this picture?

Change Blindness - Soldiers

Was it difficult for you to spot the change in each picture? Don’t worry, it takes a while for most people. The longer the flash or delay between the slightly different images, the harder it is to see the change.

This can be the same with people. For instance, you may not notice a change in the demeanor of your direct report until much later, after which might you ask, “has he/she always been like that?” And by then, it may be difficult to understand exactly when the change happened and why. Even small changes in the organization can go unnoticed, until someone checks in on how things are going.

To combat this blindness, ensure that you are checking in frequently enough with your direct report. But, of course, there’s the risk of looking like a micromanager. When you meet, explain that you are simply there to support his/her success and allow the conversation to flow from your direct report (“Is there anything you need from me?” or “Is there anything I can do to support your work?” are great ways to quickly check in). If he/she is a novice on the task, provide more direction. If not, provide encouragement and autonomy while focusing on the positives.

When it comes to keeping an eye on the organization as a whole, metrics can provide insight on what changes are occurring. But instead of pulling every available metric, focus on the top 3-5 metrics that relate back to your business strategy and goals for the organization.

Since big changes may be happening without your knowledge, dedicate time to discovering these changes and their causes. This can provide valuable insight into what is happening now and what you can do to promote the growth and betterment of your organization.

Images Credit: User jbitel on Imgur

1 Secret of High Performing Teams

We’ve started doing this accountability group around the office and it seems to be working. Recently, the boss man had this idea that if we put up our goals for everyone to see and kept each other in check for a 30-day challenge, the added accountability would help us stay committed tPic Calorieo reach our goal. Our goal was to start with 10 pushups at the beginning of the month and increase that number by 1 every day. As a result, we decided to continue this trend, and now we are participating in a daily calorie challenge where we log our meals and maintain a certain caloric intake. As you can see, so far so good and we have included 4 cheat days as good measure. I’ll probably eat a whole bucket of churros on my first cheat day.

Taking this concept past a simple pushup or calorie contest, in my own experience and what much of the research has to say is this:

  • In the weakest teams, there is no accountability
  • In mediocre teams, bosses are the source of accountability
  • In high performance teams, peers manage the vast majority of performance problems with one another

If you are on the first two teams, look for a trade or try to resolve the problem. None of these options are really that easy, but the latter option is probably the most feasible. Here’s what you need to know about accountability. Don’t be scared of it. If accountability is seen as negative and punitive in the office, do what you can to change that perspective for everyone. Put up a challenge for the various task goals that everyone has and create accountability for one another.

Here’s a distinction that you need to be aware of: there is a critical difference between “holding someone accountable” and “creating accountability” in your team. The first creates a culture of fear and brings potentially significant, negative connotations and impact. The second allows the team to be mutually invested in the success of oneself and others. Decide for yourself what environment you want to create in your office and see what outcomes you get as a result.

Gus is a Learning and Performance Professional at the Ken Blanchard Companies and is currently finishing his PhD in I/O Psychology. He can be reached at gus.jaramillo@kenblanchard.com

Follow

Get every new post delivered to your Inbox.

Join 7,359 other followers

%d bloggers like this: