Smarter after Covid


Finding better ways forward

Before Covid most companies with international interests had several people flying and traveling to other offices and locations to attend meetings, lead initiatives, or train others. While most of us have pretty much remained “grounded” in our countries without the option to travel, company activities continued (as far as it was possible). Something seems more obvious now than perhaps in 2019: We are getting pretty good at training, meeting and mentoring remotely using technology and internet connections. Yet, when we can, will we continue previous practices of sending our leaders and experts to remote locations on a regular basis like we did before? It is said that Ireland lowered carbon emissions by at least 6% during 2020 and some companies have seen business travel costs more than halved over 2020!

Some challenges that companies try to address by flying in leaders and experts from HQ:

  • We do not have people in all locations with the right experience and skills and HQ experts are needed to support local teams on a regular basis.
  • We are not exactly sure what the true status of projects are and we would feel more comfortable having one of our trusted staff regularly visit remote locations.
  • We are not sure that local people understand our strategies and truly commit to realizing performance targets, which means someone needs to visit with them on a regular basis to ensure they do understand our strategies and then review with them how their efforts support these.
  • We are finding it tough to source local people with the right skills and experiences and those we can find are too expensive in terms of compensation expectations.
  • The local people speak a different language and their English language skills are not great, which makes it hard to know for sure what they are trying to convey during our calls. We need to see the project/work to understand more clearly what is really happening there.
  • The local people may not be forthcoming with bad news relating to projects in remote locations and they may possibly favor being cordial over risking our dismay.

The list is not exhaustive, but it does highlight some of the opportunities to find better ways going forward to avoid going back to the level of business travel we previously considered normal.

The term Glocal means to Think Global and Act Local and it is said that Akio Morita of Sony Corporation was the first person to use the term which became popular in the business world in the 1990s. How to think about the big picture and over-arching strategies goals and still be sensitive to local conditions and needs when you implement those big picture ideas? A balance would have to be created and it would be an ever-adjusting type of balance which is not fixed in place. To incorporate (for example) shifts in local legislation or new diversification strategies from HQ. Finding a way to keep this balance in place may lower the need to return to pre-covid business travel levels.

There are at least three ways to address this:
  1. Focus leadership development in a few key areas,
  2. Better teams – adjusting selection and development of staff, and
  3. Better use of technology – making more use of technologies to facilitate remote collaboration.

Better leadership

Having the judgment, problem-solving and decision-making skills to navigate in the space where one has to constantly balance global strategies and goals with local situations and conditions means leaders have to be comfortable with ambiguity, be constantly on the look-out and actively engaged in learning new skills and understanding how others have succeeded or failed in addressing what lies before the leader. Learning how to proactively include all team members including those who are “different” and to do this successfully leaders at HQ and remote locations need to understand their own biases and stereotyping. This will ensure that the skills of the entire team is leveraged in achieving performance goals. Lastly, leaders also need to have the ability to easily shift their perspective from global thinking to local acting and back in order to maintain the balance needed for the decision they need to make at that moment.

Better teams

Working on a diverse team with some team members in remote locations is something we have learned to do successfully over the last year. And this new skill has brought opportunities to get better results through teamwork without having to be present in an office or with the entire team. Will we ask – does this person have to be in the office every day of the week? Or will we consider hiring talent where we find it without feeling he or she needs to be relocated to HQ in order to be an effective member of our team?

To help existing teams be more inclusive and effective some specific or additional training may be needed around diversity. This training can include developing an improved understanding of cultural differences and perspective differences (for example among provinces or states in a country). It often comes down to increasing awareness of own biases and stereotypes that may have settled in our perspectives about groups of people who are very different from our own backgrounds.

Recruiters and hiring managers also have to start including additional skills in requisitions to fill vacancies. Skills like additional language skills – not only English – experience such as having lived and/or worked in a country other than their home countries.

When creating teams to work on performance improvement projects (action teams) – why not include people from different functions, locations and cultures on the team? It is a great way to increase your internal network of employees collaborating and communicating across locations.

All of these aspects can help a team become more global-minded and inclusive while making smarter choices working on local projects which impact broader strategies or targets in the company.

Use technology

In addition to tools for video-conferencing, there are tools which can help monitor progress or quality without having to travel to a location.

1. Hololens2: click this link to see short video of what it can do across various industries – there are ways for clients and HQ personnel to connect with someone using this technology at a remote location.

2. Realwear: click this link to see a short video of how it can be used to get input and advice from a person located remotely.

3. Some locations use drones to get an understanding of general progress on large construction projects and provide overall updates to managers at HQ. Drones can also be used to inspect hard-to-reach places safely.

4. Use a centralized electronic storage solution for files meaning all local files can easily be viewed from remote locations without needing to travel to a site.


While working smarter in these ways is also a way to lower pre-covid GHG and carbon emissions, many employees appreciate the flexibility of remote working options and combined with lower business travel needs it adds to having a better work-life balance. The amount of quality time spent with families and friends has also increased for most. All of which adds greatly to employee well-being. Looking for ways to leverage what we have learned by having to work remotely during 2020 can benefit companies and employees in greater ways than we may be able to realize now.

From Strategy to Performance Goals


Employees and Company Boards want the same thing – they want clarity around what you expect from employees, want feedback on how it is going from an outcomes perspective and want to know the steps you will take to fix it, in case outcomes are less than expected.

Most companies use a Balanced Scorecard approach whereby specific performance metrics in key performance or result areas from company strategies are used to set and monitor performance expectations into the company from the most senior roles to the most junior roles.

The benefits of this approach are numerous… for one you can get a good understanding of how well things are going with implementing your strategies in the company, you can make sure that all the initiatives being worked on relate to the strategy, identify organizational units or individual where things are going well or not so well – which mean you can provide support in the form of training for example. A balanced scorecard also helps to ensure you have organizational alignment where it is clear to every employee how he/she impacts the overall results of the company. And when an employee sees his or her own goals, it is easy for him/her to understand what exactly the company strategy and desired outcomes are about in a practical way.

Strategic Performance Areas

Having a cheat-sheet to get started may be useful…Performance Indicators can be set in many different areas. This list shows a few examples which may be handy as you read your own strategy and select the top performance areas that need to be impacted in your upcoming performance period.

In most cases 5 key performance areas would be chosen to balance current operations, growth goals, keeping current stakeholders satisfied and continuing to improve and innovate. e.g: 1) Financial outcome(s), 2) Quality outcome(s), 3) Customer satisfaction outcome(s), 4) Improving upon performance and efficiencies of previous years, and 5) Employee (leaders/specialists?) development and or retention outcomes.

Example

Let’s look at some specific KPIs and how they may translate into performance expectations into the organization. From high organizational levels deeper into the organization the goals become more specific to an individuals’ tasks and activities. In contrast, the goals of managers are typically focused on their ability to influence and lead the outcomes of teams or groups reporting into him or her. Managers ensure that things happen while in most cases the deeper you go into the organization, the more you see performance goals are based on the individual’s efforts to achieve an outcome.

Performance goals typically come in various types of outcomes based on how your KPI would require the right response to meet the company strategy.

Setting Expectations

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Cascading goals

Starting with the company’s strategy (at the highest level) the CEO or executive team can easily identify the top 4 to 7 Performance Areas where focus is needed to drive outcomes needed in the coming year. From there the heads of functions or organizational units can identify what that means for each of their organizations. Then performance goals for each organizational unit manager can be determined . And the same process cascades down until performance goals have been set for everyone at the company. All of the goals finally relate to a big-picture framework of KPIs at the top level of the organization.

Most performance expectations are set as SMART goals and each employee would typically end up with between 3 and 7 (max) performance goals for the year.

The graphic below shows how at individual level the goal may be a specific part of the overall KPI but when it is all “rolled-up” organizationally the full organizational KPI can be achieved in full by all employees contributing to the desired outcome. Not every organization group or unit might support every high-level KPI. Think for example of an organizational unit responsible for the upkeep of facilities, there may not be direct goals that relate to revenue growth for that group.

Note Goal E: It does not relegate to a KPI at the broader organizational level. This happens often – for example that a functional organization has a specific focus which may not directly relate to the KPIs that were set on a company-wide basis. That could be something like finalize implementation of a digital tool which enables better efficiency the following year. If there are no high-level KPIs related to improving on existing performance/efficiency, Goal E would not have a direct link to the overall high-level KPIs set. For this reason, it is important to set the high-level KPIs in a broad and balanced way to ensure that most goals that would be important at a level deeper into the organization to maintain or improve a specific level of efficiency or service delivery can be matched with the high-level need for renewal or continuous improvement. Some companies do not think broader than revenue or growth goals.

Interim feedback

It is important for managers to monitor outcomes along the way – do not wait until the end of the year to discover that outcomes were not trending in the right direction. Spotting issues or delays early means you can rectify or influence rectification of the situation. Give employees feedback throughout the year – make them aware of outcomes that deviate from desired outcomes, train and coach them to improve outcomes that they are responsible for and give them on-the-job coaching and support when they are inexperienced in specific areas. Every outcome matters and contributes to the overall outcome.

Learning

Evaluating outcomes and discussing those with employees is the next step. This step also includes looking at relative performance outcomes among various organizational units and overall outcomes. This can lead to an improved understanding of where further improvements may be needed. Improvements can range from awareness training, making more information available, helping to upskill or cross-skill employees in various areas. It may also lead to understand misalignment with what suppliers can or are delivering or misalignment between customer expectations and what operations is able to deliver right now.

Use what you learn from discussing performance outcomes to influence future performance outcomes and support that might be needed for the next year.

In the final outcome of the performance period you will have individual scores that relate to individual performance. When you look one level higher you see the contributions of various employees in the same organizational unit and how each of them did on their own performance goals. If the goals were created to be an exact match – between goals set for the manager and those set for those reporting to the manager – the aggregate outcome of the team would determine the manager’s score.

Looking at the organization, it is easy to pinpoint where contributions by individuals, teams, managers may not have reached expected results in the outcomes.
Understanding why this occurred would help learning from the past and improving going forward. Answering questions like:
  • Knowing what we know now, were these realistic expectations or do we need to first solve some key issues before we can make more progress in this area?
  • Do people need more training to make sure they are able to perform in new areas or with new outcomes (such as new markets or types of customers)?
  • Is this area so specialized that we need to hire some people with the specialized knowledge or experience that this team needs?

Most companies are on a learning path when it comes to their own performance management process and approach. If you are just starting, do expect it to be a journey and make sure you allow space for reviewing, reflecting and learning as you go. It may lead you to make adjustments to your strategy or the way the organization is structured, to name but a few ways that on-going organizational learning can benefit the greater organization.

Ultimately the goal of your performance management approach is to measure how much the efforts of those in the organization are helping you achieve your goals as a company, where are hidden barriers to succeeding with your organizational strategies and where are opportunities to accelerate results if you leverage great ideas and tools developed in any part of the organization. This makes your company sustainable into the future. Viable today and into the future by continuously evolving, learning and innovating without losing focus of the basic outcomes needed to drive profitability on an on-going basis.

Create your own mission statement


A mission statement can help a company and also an individual to stay on track with what they are planning to do when they have many options to choose from. It tells you which of your qualities and/or values are helping you to achieve your goals (in case you want to further develop any of them). And it tells you how you want to make an impact in actions and also in desired outcomes.

A mission statement is a formal summary of the aims and values of a company, organization, or individual.

(Oxford Languages)

Creating a mission statement is not simple for most people. And in practice you can expect to read and re-read your efforts quite a few times while improving on it often until you finally feel that it is a good reflection of what you are trying to accomplish and achieve and how you plan to do it.

The download resource below takes you through a series of questions which you answer from your own perspective.

Here is an example:

Download template file:

Steps

  1. Answering the questions is easier than crafting the final statement. Do take your time answering the questions and feel free to keep editing it until you feel there is nothing more you can add to it. The more answers you have, the easier it might be for you to highlight the final aspects which you want to include in your own mission statement.
  2. Use your answers to fill in the blanks in the draft mission statement area.
  3. Put your draft mission statement up on the wall maybe where you bush your hair or your teeth so you can read it often. Be sure to keep a pen or pencil handy so you can easily add comments to it as you read it on a regular basis and consider how satisfied you feel about it as a mission statement.
Completing the Mission Statement

Editing would include using better words to describe something or shortening a phrase with just one word that better brings the message across in a more succinct manner.

When you no longer feel further editing is required, your mission statement is complete. For some people they reach the end of editing when they feel in their gut that the statement inspires them and just “feels right”. Others reach the point of just mentally feeling it fully includes all the key aspects that are important to them as individuals. Only you would know when you have reached the point of having completed the exercise.

Keep your mission statement somewhere on your phone or in your diary where you can easily refer to it in times of feeling overwhelmed by options and opportunities. Use your mission statement to help you choose what to focus on when you feel distracted or need to choose which volunteer role you want to take on next.

Have fun with it. It is a great process to help you get clarity on what matters enough to you to strive towards achieving and contributing to this world.

Designing an Interview Training Workshop


(For Interviewers and Managers)

Need to provide a training workshop for managers on how to conduct job interviews? The slides I am sharing today can help you with that. You can turn it into an interactive online event or you can use it to create a face-to-face workshop. You could even turn it into a standalone training video if you provide your own voice-over to explain the various points further.

Remember, it is not a good idea to start with the slides and then just blindly using them for a workshop or other learning solutions without first considering the needs of your own intended training participants, interview process, etc.

Here are the slides:

The structure

After an initial explanation of what behavioral interviewing is and how it works, the slides focus on 5 steps that can help explain how to implement this approach as an interviewer.

Designing an Interview Training Workshop, use these steps as a guide:

  1. Define the group of people who are the intended participants in your training workshop – what do they know, what do they need to know, (if they have done interviews already) what goes wrong, what goes right when they have done interviews in the past? What does all of that mean for what you need to accomplish with this workshop?
  2. Define an overview of what you intend them to know and be able to do after the workshop. (You can only do so much during a workshop so be realistic on what the outcomes might be).
  3. Define what will be included in further detail and exercises during the workshop (bullet points should help you further) in order to meet the goal(s) you have set in point 2 for the group you have defined in point 1.
  4. Set a date when the workshop will be made available so you can remain focused on deadlines that help to meet that date.
  5. Start working on the next level of detail – Consider that you may want to do a combination of training solutions like assigning some online training before they come to the workshop to cover some knowledge you want them all to have at the start of the workshop. Also, work out your bullet points into a “storyline” that logically structures the sequence of topics to be covered and exercises you will use to help build competency in using specific tools or approaches.
  6. Use the slides I have attached for download (above). Using your answers to the points above – maybe you need ideas about how information can be sequenced? See if any of the sections in the slide deck help you fill in some of your planned learning areas. Maybe some of the exercises could be useful for your workshop?

A friend of mine always says (in Dutch) – you can better creatively borrow ideas from others than come up with something yourself, which is lesser. So use this slide deck, and borrow ideas from it to get your budding Interview Training Workshop to the next level!

Don’t hit send (yet)


Maybe the truth is that nobody is helping new employees focus their efforts in order to produce better reports or emails. And by better, I mean some of the items that are in this checklist (below). Perhaps, instead, it is the excitement and eagerness to hit the send button too soon.

Let’s walk through 5 things you can do to ensure that your email or your report or slide deck does not suffer from a few preventable ailments and risk being deemed as “not ready yet” for further distribution. Delivering work that is incomplete or incorrect will not lead to being considered for more responsibilities any time soon. Want to move up? Focus on the quality of your work first.

All names spelled correctly

Most people find it annoying to read minutes of meetings or a report which names them but misspells their first or last names. This is completely avoidable these days. With the internet and most people having Linkedin accounts, or in the same company you can look people up on the email system. There is no reason why we should be misspelling people’s names these days. When you do not take the time to double-check, it comes across as callous, lazy, or just not committed to producing quality work.

All dates are correct

Not all countries use the same format for dates. This would be the first point to consider – who will read your email/report? Check (online if needed): how do they write dates in that country? If you have a distribution list including people from multiple countries, consider writing the date out more: 3 Mar 2019 (for example)

The second point is more often a bugbear of mine – dates in the same document contradicting one another. For example: on page 2 of the slide deck it states that the project is completed on 2 Dec of that year, on page 5 it states that the project will run well into the new year and completion is projected to be the end of March of the next year. Which one is correct? If they are both correct – explain the term completion used on slides 2 and 5. Always check the latest version of your reference material or project schedule before you finalize your section on dates. It reflects badly on the creator of a document or slide deck where dates are misaligned and confusing. Check first!

Spelling or grammar errors

It is very avoidable these days to produce and send documents or slides to others without spelling errors. Use the built-in spell-check in Microsoft suite or a similar feature in other packages used. Some packages will also pick up grammar errors and flag it for you – if you have that feature turned on! Sometimes a missing word is not picked up by built-in checks. Read your own text back to yourself – aloud. Say each word. And make sure the words are not correctly spelled but actually the wrong word for the context. Examples would include: they’re/their/there or hear/here/hair

Use sane fonts

Some companies have branded templates to use for creating reports or slides. If your company does not have rules around branding which include the font colors, types, and sizes to use in company documents and slides, I would go with common sense. This would include – not using all the colors of the rainbow and multiple types of font in a project progress report and not varying the size of the font in every bullet-point you use. [Of course, if you are in the creative world and these variations are a design part of your project (as would be normal in advertising or other creative endeavors) this message is not for you].

Make it easier

Is there a clear structure to your work? Think about the message you want to communicate. What are the main points, what are the next level of detailed points to support each of the main points? Structuring your reports or emails greatly enhances the readers’ abilities to quickly understand what it is about, what the options are, and what you are proposing.

Use headings for distinct paragraphs and consider a bulleted list to align points that are grouped together under a heading. If the sequence or number of points are relevant, why not use a numbered list instead?

Speed in sending out reports is often not the biggest priority. Sending out something fast while the items listed above are incorrect or incoherent can truly harm your reputation. You would not come across as someone who has self-discipline, pride in the quality of your work, or who is seen as thorough – someone your boss can trust to give more responsibilities to! Pause, check, then hit send!

3 Templates to start your employee development program


Upgrading skills in specific employee groups could be achieved by introducing a new development program. Goals for the program could range from cross-training in key functional knowledge areas to accelerating development of specific groups. Development programs often run over several weeks or months and are attached to pre-defined outcomes to address specific identified learning needs.

Structuring your employee development plan, you will need to pay attention to at least 3 important aspects:

  1. Setting up the curriculum
  2. Preparing managers to be supportive
  3. Preparing attendees to succeed

The overall program

Setting up the curriculum over the development period means you decide how the various learning solutions are scheduled and planned to strengthen and support key messages throughout the time period that your program runs. Each aspect strengthens what had already been covered while adding additional knowledge. Including various learning methodologies (blended learning) enhances the learning experience and keeps it interesting.

Snapshot of a learning program for graduates

Note:

  1. Always start by understanding what you are trying to address before you start designing your development program. What is the learning need? What is the business value of employees having this knowledge and experience?
  2. When does the business need employees with these new skills, understanding and experiences? Is it short-term (within the next year), medium-term (between 1 and 2 years) or is it longer term (more than 2 years)? Knowing the timeframe also helps you decide what to develop internally vs outsourcing the entire program or parts of it.
  3. Who needs to learn these new skills/behaviors? Be very clear who is your target population for this development program (How many years of experience do they have right now? What kind of experience do they already have – functional, geographic etc.).

Preparing managers to support learners

Employees are more motivated and do better when their managers are onboard with their participation in the development program. Be sure to engage with managers before participants are told about the program. Managers need to understand the business context of the development program, why someone on his/her team is included in the program (if they were not nominated by the manager) and how to support the employee throughout the program. Some manages may need training or coaching in this regard.

Snapshot of a manager checklist

Employees participating in these kinds of development programs are often still working in their current roles. Supportive managers not only expect good results in their departments or projects, but also hold employees accountable for completing program assignments. This gives employees the best chance of completing the program successfully.

Preparing attendees to succeed

Development program attendees need to understand more than just the program contents and overview of dates. An orientation session for intended program attendees could help with that. The session gives them an opportunity to understand the business context and benefits to their own careers plus they can ask clarifying questions before committing to invest the time and effort needed to successfully complete the program.

Snapshot of Program Attendee checklist

And orientation session with development program attendees should include at least these topics:

  • A welcome message from an executive, usually the sponsoring executive, explaining the business value of the development program and also career benefits for attendees.
  • A message from Talent Development explaining program expectations, the blended learning approach, deadlines, the team assignment and any other relevant details of the program that attendees should know about at the start.
  • If the program existed before and there was a redesign or some changes were applied, explain how the current programs differs from previous versions some attendees may have heard about in the past.
  • Provide the opportunity for some Q&A

Keeping learners motivated when a development program runs over many months can be a challenge. Helping to keep attendees focused on assignments and deadlines can be easier when you build in challenges which generate leader boards (friendly competition) or where individuals can earn points or badges by completing specific tasks. Adding recognition by the manager/group/department can also be helpful. Recognition can include anything from a small token offered to attendees after completing a specific portion of the program to being mentioned in the company newsletter.

Hopefully these three templates (see download links above) are useful as you review your own planned development program. Do download the 3 files above if you need to see the templates in detail.

Avoid Leader Derailment


The Center for Creative leadership’s (CCL) research on executive success and failure identified the significance of “derailers”, and how they differ from just mere weaknesses. They studied leaders who made it to at least the General Manager level, but then their careers had involuntarily stalled, or they had been demoted, dismissed, or asked to take early retirement.

A derailer is not just a weakness. We all have many weaknesses that we may never choose to improve, and some weaknesses do not impact our career success in a major way. A derailer is a weakness that requires improvement if employees wish to realize their full potential in their careers and especially as leaders.

Why do leaders fail?

Leaders most often fail due to unaddressed weaknesses, derailers, and if left unaddressed for long enough these become habits that start to shape a leader’s style of interacting with others. The steady number of reported incidents involving significant leadership behavior issues in companies of all sizes and across industries is a strong reminder not to think that it cannot happen in your company.

Most leadership derailers will not cause the fall of an entire organization. But they can certainly lead to a failed career. The question you need to ask yourself is: “What type of derailers would cause a leader in my organization to fail?” Or, as a leader, “Which derailers am I prone to and how can I address them?”

How do successful leaders avoid derailment?

  1. They seek feedback throughout their careers from people at various leadership levels and from various functions both within the organization and external to the organization (as appropriate).
  2. He or she seeks developmental opportunities that can help overcome flaws and ask for developmental advice from other trusted leaders, coaches, or confidants.
  3. They seek extra support and coaching during transitions and especially when a possible “trigger” event occurs, which they do not cope well with.
  4. They remain aware that new jobs require new approaches and behaviors and successful leaders not only recognize this but reach out to ensure they have the right support and advice to successfully navigate through a transition into a new role.

How can the organization help to avoid a leader from derailing?

Organizations can take actions to ensure that leaders are aware of weaknesses which could derail them in the future and the following cautions can help with that:

  • Consider career paths that include time spent in various different groups, business units, or functions instead of a career path that simply moves in a straight vertical line within the organization.
  • Encourage and promote feedback to employees that focuses on “how you did it” instead of “what you did” only.
  • Beware to not consider one failure by a leader as a sign that he or she is completely “off the track” and using it as a critical development need to address instead.
  • Avoid moving managers to new roles too fast and instead allow them to remain in a role long enough to experience the consequence of business decisions and learn from it. A strong culture of learning and “failing forward” is a great environment for leaders to address high-risk weaknesses at an early stage of their careers.

Identify possible derailers – Self Assessment for leaders

This self assessment can be done between a leader and his or her coach to open up conversations about “what can stop me from reaching my leadership goals and ambitions?”

An honest look at the listed factors can help a leader identify perhaps the one or two behavioral traits that could possibly derail him or her in the future. Working with a coach, a leader can explore different ways to handle some of the situations which they had not handled well in the past.

Both organizations and leaders within the organization need to take responsibility for identifying signs of weaknesses that could derail a leader in future and then commit to addressing the issue before it becomes a derailer. The costs of failure in this area is not only public humiliation for the leader and a public relations challenge for companies, but also has tangible costs when one considers for example costs associated with a high staff turnover, which often accompanies groups where the derailed leader has worked over the years.  

Learning Book


A learning book is a great tool to use for learners who are keen to capture the key points of learning moments. It is also useful for coaches or trainers who may want to make them available to coachees or class participants to help them along on their learning journey. A pdf version of a learning book is available for free download below – letter size, A4 size an A5 size.

To really learn something new, one must chew on it – write it down, read what you wrote and then consider how it changes your perspective or increases your awareness or understanding. The learning book helps learners to capture ideas and thoughts. It gives them a chance to go back and review what they had written before to remind learners of what they had thought at the time and planned to do about their own continued learning.

“Whoever ceases to be a student has never been a student.”

– George Iles –

There are many ways that someone can learn something. Classroom sessions are not the only option. See the list of opportunities to learn below: (and this list is not exhaustive)

The learning book is a place to capture all new thoughts, ideas, and areas that a learner wants to learn more about in one place.

Feel free to add additional pages that would help guide the learner along a developmental path.

The book is broken down into 3 parts: Prepare to learn, Learning, and Follow-up. In the preparation to learn section, there is space to capture the topics that the learner would like to know more about.

Prepare to learn

Learning

The learning section has a few pages to prompt learners about aspects that may be important for them to remember later. It covers aspects such as areas to research further after the learning event. Or maybe they want to capture the highlights of their learning journey a particular week. Maybe there were a few statements of quotes that they really want to remember – the learning book has a page for that. There is also a page to capture any favorite speakers or writers that they came across and want to know more about.

Follow up

After a learning event or conference, we often have great plans for new initiatives to implement or people to contact – topics to research. And unfortunately, many of those great ideas dissipate when our normal lives resume. The Follow-up section is about capturing the actions you plan to take and it gives you a section to capture dates or months when you plan to work on it.

It’s a great way to help you check back on how you are doing with follow-up activities.

Reviewing your own learning notes from the last few months can help you pick-up again on an interesting point you still wanted to follow up on. Perhaps you had planned to call someone or to do an internet search, but somehow you forgot about it. Having it written down in your learning book and being able to review it, you can pick up on those points and ensure that you do complete the task that you had planned to do.

The download file links below contain *.pdf versions of a learning book for 3 different printed sizes: letter size, A4 size and A5 size (which is half the size of an A4).

Developmental Assignment Template


Developing leaders by placing them on specific assignments is a great way to broaden their perspective while ensuring their highest development needs are being addressed in a structured way. The template (download link below) ensures transparency regarding developmental focus and management expectations of the outcomes of an assignment.

An assignment may require a change in location, but not always. An assignment could also be a temporary changed reporting relationship or being part of a different group or business unit. A different group of colleagues and managers to work with provides an assignee with the opportunity to broaden his or her internal network and learn to build relationships fast. International assignments can add additional learning objectives such as developing more cultural awareness and skills involving collaboration and communicating across cultures.

The example shown, helps to illustrate how one would go about using the developmental assignment template I am sharing above (see download link).

What should he/she learn?

The areas to develop (called Leadership Aspects in the example) would depend on the competencies that have been selected for leadership development and the latest ratings from the performance management process can be used to provide you with the ratings for each leader. This helps you to focus on the development needs with the highest priorities at that time. A conversation with the leader’s direct manager could be very useful in selecting the highest priorities. If the employee had been included in a recent talent review, there may be additional information available to complete the template and select the focus areas for his or her leadership development.

How will he/she learn?

Selecting the development activities, it is important to first understand specifically which aspect of that development priority the employee needs to learn more about.

  • Theoretical (mainly improving awareness)? Then an online self-paced course could be the answer. Or even sending the employee to attend an external class or read a book (or selection of books).
  • Learning new behaviors? Coaching and feedback based on actual examples encountered could be a good approach. You could also do a pre-test and post-test with some experiential workshop or learning intervention taking place between the tests. Workshops which include options to practice new behaviors can be great solutions.

A combination of learning interventions is the best way to address development needs. Look at each high priority learning need and look for ways to combine class-room training, self-paced learning, short On The Job (OTJ) assignments or tasks and perhaps coaching too. Each of the interventions would then strengthen learning and reinforce principles introduced.

Be sure to document who will mentor or coach the employee. He or she needs to understand the support you are making available to him/her on the journey of learning new skills.

What is the definition of Done?

Spend some time considering how you will close out the assignment with the specific learning needs. Will you want a written report detailing the learning that took place over the assignment period? Or will you want a report and also a presentation? Or perhaps just assign a presentation to be developed whereby the assignee is asked to share his or her key learning achievements with a panel of senior-level stakeholders? Assign the completion activity early so the assignee can prepare for it from the moment he or she starts the new assignment.

Include stakeholders early

Share rating templates with the intended evaluation panel and the assignee before the final event or evaluation of a written report. The transparency helps all concerned to anticipate the level of detail required and where the focus areas will be. This helps the employee prepare from early-on in the assignment to provide the required final product or presentation.

Documenting the learning objectives of an assignment helps to orient and align all stakeholders on how to positively impact the development of that leader – the leader himself/herself, his/her direct manager or supervisor, his/her coach and HR or L&D staff supporting the assignment.

Assess Employee Retention Risks


20200524 risk ass

It has been said that your most valuable asset walks out of the doors every single day and you can but hope they come back the next day – your employees!

Keeping employees from leaving a company could be as simple as engaging with them, including them, helping them develop new skills and listening to their ideas. While that sounds deceptively simple, not every leader finds it easy to act when they hear that advice.

Get the facts

Before taking action it is almost always a good idea to get the facts first. Do we have an issue? If so, where are we most at risk? In the case of employees the questions may be – who may be most at risk of leaving the company and what can I (as manager/supervisor/coach) do to avoid that?

The self audit list below may be a good place to start assessing how much anyone on your team may be tempted to leave your team or the company.

Self Audit template

Completing the checklist requires you to answer yes or no to a series of statements as they would apply to each employee on your team. Once you have completed the assessment, add up the numbers of “no” answers you have for each employee and use the Score guide at the top of the page to determine whether each employee would be in the low, medium or high risk from an employee retention perspective.

The next risk to assess, is the impact it would have on your project or team if that particular employee decided to leave. Look at each employee (each column) and consider the unique skills and talents that he or she brings to the project and rate the impact that his/her (unplanned) voluntary departure could have – low, medium or high.

Map it

Where to start? Map the answers from the self audit sheet onto the graphic below. The risk that each employee could decide to leave on the horizontal access and the impact on the project, in case that employee did leave, on the vertical axis.

Then write down the names of employees that would be in the “green zone” vs the “yellow zone” vs the “orange zone”.

The orange area requires immediate and high focus, the yellow zone does require focus, but less so. The green zone requires maintenance. Do not assume that because a retention risk is low today it would stay that way for years. Many talented employees get calls and offers from other companies and recruiters all the time! This means you should never stop reminding them why you are happy that they are on your team! And don’t only tell them, show them! Celebrate milestones and successes, recognize them in meaningful ways and show them how working with your team or company is the right long-term strategy for them. Make sure you offer them advantages towards their overall life goals, their career goals, their work-life balance goals etc.

Take action

Once you know where to focus, use the last worksheet as a checklist for areas where you can lower the risk that someone may consider leaving the team.

Use one checklist per employee and make sure that you have conversations with each employee about the areas where you either did not know the answers (looking at the self-audit worksheet) or you have not said anything to an employee about a particular area.

When it doesn’t work

Sometimes employees will leave for reasons you could neither foresee nor control and though it may negatively impact your team or project, you would need to hire someone else or promote someone else into the role that had become vacant. Make sure you are always developing several employees on your team to take on more tasks and responsibilities. A good pipeline of developing leaders is your best strategy for growth and also for voluntary employee turnover. Parting on good terms when valuable employees leave always leaves the door open for their potential return in the future.

Using this focused approach to assess your employee retention risk exposure does not guarantee that valued employees will not leave. it is simply a prudent way to keep an eye on your biggest assets, employees, and it supports the process of taking timely actions to lower those risks.