Archive for the ‘ Learning ’ Category
As I stepped up to the podium to give my Keynote at a recent leadership conference, I begin to second guess my whole topic of conversation. My topic, How Millennials may be the Catalyst for Change, was a very provocative approach to letting the majority of the audience know that Sam Cooke said it best when he said “Change is gonna come”. Millennials have a different take on work and truthfully, they have a big crush on work life balance. They talk about it, they breathe it, they live it, and they just want it really bad. Truthfully, they are just too big to ignore anymore. By 2025, Millennials will make up 75% of the global workforce and as of first quarter this year, make up the largest segment of general workers.
Newly minted Millennials leaders are also in a really precarious situation — they have to be more flexible, agile, and willing to adjust to change than ever before. They have to lead their peers, lead older generations and even deal with this current climate of pushing for more work life balance. Currently, there is a dichotomy in researching human interactions: the research on the workplace is studied separately from an individual’s personal life or home life. As a result, research has yet to focus on the individual as a whole but often view him/her separately as if he/she is somehow neatly segmented into two different worlds. What Millennials are calling for is a fusion of the two. Life isn’t arbitrarily and artificially segmented, so they believe their work life and personal life shouldn’t be either. When asked in a recent focus group, 90% of Ken Blanchard Millennial employees desired a working life that was more in tune with the realities of life. Recently, General Electric (GE) announced it will forego PTO and vacation hours and make the vacations unlimited to the majority of its employees. Roughly, 2% of all employers have this option but GE is the largest. This number will continue to grow exponentially in the coming years, as the shift is currently being made to a flexible workplace.
And that’s not even the scary part. The scary part is that, currently, 51% of Millennials are in formal leadership positions and the majority hasn’t received the proper training to become a leader. Organizations are setting up their new up-and-coming millennial leaders for failure! I spoke with a friend of mine in San Diego who mentioned that her VP of Sales left the company and they were replacing him with the top sales rep in the company. When the change was announced, they threw a huge party on Friday and everyone congratulated him for the promotion. On Monday, he submitted his resignation. He realized over the weekend that he didn’t want to do it. In fact, he said he couldn’t do it. He wasn’t trained to become a leader, didn’t know the skill set needed to transition from a high performing individual contributor to now a leader of his peers, and frankly had no desire to do it. He said, “I’m good at selling, that’s what I do; that’s my strength. Why would you think just because I’m good at selling I can become a high performing leader?” It makes no sense, and employers do it all the time. If you want to keep your young, millennial talent you need to set them up for success by equipping and training them for their next role.
So, I’ve begun to really analyze this question around aspiring leaders to determine the best way to capture how Millennials are transitioning into become leaders in their organization. How do they feel? Do they feel equipped? Are they excited or nervous? If you’d like to contribute to this area of research, you may take this short survey linked here. I will share my findings in a follow up post after the data is analyzed.
A few months back, I asked a group of leaders for a show of hands on who had experienced either oversupervision or undersupervision. Almost every hand went up. But then I asked how many had themselves oversupervised or undersupervised their direct reports. Only one or two hands shyly peeked out from the crowd.
So what’s going on? Well, leaders can sometimes be unaware of what they should and should not be doing. And this lack of awareness separates good leaders from great leaders. Great leaders know that leading is a never-ending journey that can be filled with treacherous obstacles.
So what do you need to know to become a great leader?
Approaching the topic of Knowledge Management is very daunting. Many may say it is nothing more than managing information; others have created numerous academic journals and books on the subject.
I am going to keep it simple:
Your employees are your assets and they have knowledge. This knowledge can be created or gathered (new knowledge), transferred through systems, culture, organizational learning or knowledge sharing.
Organizational knowledge can be used to create strategies, improve product development and increase the bench-strength of your workforce. This in turn can lead to a competitive advantage.
Each of us has knowledge, our ‘personal capital’ (Ashok Jashapara, 2011).
I think it’s fair to say we are know our own worth and being labeled the same as another employee or manager probably wouldn’t make us feel valued. We may do the same job on paper as others, but we have knowledge that makes us unique.
Personal capital can be split down into 2 areas of knowledge; explicit and tacit:
Explicit – Written down or verbalized information
Tacit – Cannot always be verbalized; it’s our abilities, our skills and our ‘know how’
I want to focus on tacit knowledge, as that’s the kind of knowledge that’s difficult to nurture. This is also crucially important to our organization’s competitive advantage, as when that employee leaves, this kind of knowledge goes with them.
Firstly, that person’s skills are very valuable. As an organisation there must be ways to keep that knowledge within the business. This could be linked to their leadership style, the way they approach problems or even a skill like speaking a language.
Organizations are getting smarter at this and are creating top talent programs. They know this is knowledge capital they cannot afford to lose, especially in this fast paced business world where small knowledge advantages can turn into very big competitive advantages.
Secondly, we may want others to exhibit their skills, but how do we do that when these are largely behaviour based?
We need to have a process in place for the top performers to be shadowed or to teach the others. This method of showing the other person what a good job looks like also shows the learner something that cannot be verbalized – that individual’s skill, their ‘know how’.
Shadowing a top performer has many advantages including:
It’s so important that any learning isn’t just reading a manual of process steps. It also isn’t enough to put a learner with an average achiever. If you want individuals to gain both the skills that can be verbalized and those that cannot you need to get them to shadow your top performers.
Don’t let that tacit knowledge go to waste – if you don’t use it, someone else will.