– First step is to have a learning goal for each of the employee, get them to chalk out, with help of line manager & HR. No transactional, ## man-days etc as the training target. But learning, deep and transformational
– Secondly, make it as much as part of everything that is broadly categorized “day-to-day”. For learning is like ‘cutting the tree vs sharpening the saw’!
– Make it part of the corporate culture. Leaders should set example, should spend time mentoring, as per 70:20:10 rule. A learning organization will almost never fail. — Get external help, say coaches. But the responsibility is within.
— ‘Speak at the skill level, not at the role level’, is brilliant.

Coaching Leaders & Mentoring Coaches at www.regalunlimited.com

https://hbr.org/2017/08/how-to-support-employees-learning-goals-while-getting-day-to-day-stuff-done?utm_campaign=hbr&utm_source=linkedin&utm_medium=social

Related Posts
The Hero’s Journey, after 18 years’ failure
Hero's Journey

'Every saint has a past and every sinner has a future' - Oscar Wilde. I share a lot of gyaan Read more

Command (& Control) Politics, Olympics – Leadership, Coaching, Sports

Political Leadership: An interesting discussion on The Print by Mr Shekhar Gupta on high command politics, which thrives on 'good', Read more

Finding Purpose at work, in life – IKIGAI, Being Regal
IKIGAI

What is your IKIGAI? Beyond IKIGAI, what is your life purpose?

The (not-so-)subtle rewards of (reflective) journaling

Reflective, Journaling, the pandemic — Therapeutic & beyond! Infrequent journalers find themselves turning more towards their journals during the pandemic Many others are Read more