Monte Pedersen

If you’ve never come across “the dead horse theory”, please stop what you’re doing and thoroughly read the graphic now. Sure, it’s quite humorous and entertaining to an extent, yet, think about the theory’s application to your work experience or workplace.


Now ask yourself how many of these actions (metaphorically stated) have you seen taken by your leadership or the organization that you work for (past or present)?

This is that aha moment when you realize, the metaphor of the “dead horse” is real and lives on within those actions and events you've witnessed over your career, and that’s where the real joke lies.

Author and leadership expert Max Dupree once shared, “we cannot become what we want by remaining what we are”. Yet as business leaders, when confronted with a difficult situation, we often first look at every available option we have…other than the one that we know is right and will make the most difference IMMEDIATELY.

We fear change; not the change itself but, what we have to do to get to the desired change, what we want. And instead of taking the most direct route between two points, we typically;

* take the path of least resistance,
* step over or around it,
* delegate it to someone else,
* find or create a win in “it” when winning is not an option with “it”.

So, we end up punting on the right choice and end up choosing the “dead horse theory”.

Instead of deciding to dismount, dealing directly with the issue, and telling the truth, we lie to ourselves thinking there’s another way. We falsely believe there is another avenue to take that will make us more comfortable in doing it. We ignore reality.

If you want to effectively manage the execution of your business, there’s no room for even contemplating the application of the “dead horse theory”.

This is because, as a team that executes we’ve made the conscious decision to surface and expose our reality. Every problem, challenge, ethics violation, error, or omission will become known and we will deal with them, as a team, fast and effectively choosing to put it behind us and then moving forward.

The beauty of great execution management is that it is a dynamic process. It anticipates that change will always happen and needs to if we’re to remain in active pursuit of our strategic objectives.
 
Great execution is a complex process impacted by many variables.

One of the most important of those variables is our willingness to make decisions that are in the best interest of the organization above all else. When we fail to do this, we’re saying that something else within the organization takes precedent. We fail to dismount.

Great execution is about the fulfillment of your key goals and initiatives for the year. It’s hard work, just don’t make it harder by having to move “dead horses” out of the way.
  
***Let the record show that no horses were ever harmed or endangered in the writing of this post.
 
#ceos #leadership #deadhorsetheory #execution

How do the people on your teams talk to each other? As a manager and direct report together or as people in a workgroup, how can you be assured that they communicate in mutually beneficial ways that create collaborative effort?

“Collaboration allows us to know more than we are capable of knowing by ourselves,“ according to Paul Solarz. “It's a way to expand our worldview and learn things that we might otherwise not learn.“

Our challenge at work is that most situations that could be great opportunities for active, candid, two-way dialogue end up being one-way pontifications where a manager “talks at“ a team member versus “with them.“ And it's not much better in workgroups, as a select “vocal“ few tend to dominate the discussion and influence others in a direction they want to go (with their bias included).

Collaboration should be a standard practice at work. It's difficult to recognize but executing well as a team and organization depend upon it.

It requires consistent practice. At a minimum, every 30-day “check-ins“ between a manager and direct report would be beneficial. This needs to be quality time set aside where the check-in focus is entirely on the needs of the direct report.

It must be a two-way, collaborative effort where both work together to help the direct report succeed in their position.

If we are to understand collaboration correctly, when put into simpler terms, if a direct report of ours fails or falls short, their manager is also seen as having failed or fallen short.

Collaborative thinking and learning take effort. A lot of it. It's part of skilled communication, utilizing emotional intelligence, great questions, and a heavy dose of positive attitude.

Communicating collaboratively takes practice, practice, and more practice; still, the outcomes make it worth the work and effort.

As a leader, do you own the conversations in your organization, or do you collaborate and expand your worldview?

#ceos #leadership #collaboration #execution

Organizations that desire to become best-in-class, work hard at creating leaders at every level of their organization. The logic for this is quite simple; the more leaders the better the business outcomes.

They can do this because they understand that position doesn't matter. If someone on the team can lead themselves responsibly and remain accountable to others and the organization, it won't take long for others to see this example and follow.

True leaders model the behaviors that they want to see in the people they lead and work with. This can happen at any level at any time, even if you don't have anyone directly reporting to you.

If it's just you....then you lead yourself.

True leaders have no problem communicating with anyone in the organization: up, down, across, or over functions and departments. They respect the chain of command while still building solid relationships with those they share a common interest with. This helps to identify who is best positioned within any department or function to work on projects where they're most needed or qualified to work.

They effectively manage the day-to-day while also dealing with the daily fires that often accompany the routine. They believe in executing at high levels, implementing and continuously monitoring the strategy needed to achieve organizational success.

They spend the required time with their team; training, developing, guiding, or coaching them, always working and helping them to get better and become their best, helping them to succeed by their definition.

True leaders would never think of leaving their current role without having a capable team member in place and prepared to assume their responsibilities. It's because of this that great organizations never fear developing leaders who may eventually leave for a greater challenge or promotion.

Is this how leadership happens in your organization?

Self-directed and confident?

Is creating more leaders a priority in your organization?

#ceos #leadership #skills #execution

John Maxwell writes often and talks about “Leadership from the Inside Out“. His thesis is that as a person “when you're better on the inside, over time you'll get greater on the outside“.

Inside leadership in Maxwell's thinking, means that you're of high character, authentic, trustworthy, and values-based. These he shares as the essence of all great leadership.

But these are only words and the real challenge is that leadership is mostly a visible practice. What we see is what we tend to believe and therefore is what we emphasize. We choose to follow others because of what they do, not what they think or know.

Inside Out leaders;

* Value people over position
* Inspire others because they're inspired by others
* Appreciate and acknowledge others
* Do not abuse power
* Extend grace and forgiveness
* Apologize for their mistakes

According to Maxwell the number one criteria for success in business is “the ability to connect with people, in order to identify and increase your influence with them“.

Because when we have influence, they want to follow us. This is thoroughly grounded in being a Level 2 Leader, at the Permission Level.

Values-based leadership is sustainable but, we can't neglect the inside if we are to be successful at it.

Do you lead from the Inside Out?

At which of the 5 Levels does your leadership reside?


#ceos #leadership #valuesdriven #execution

What we value, we keep. We do it consistently and work to maintain it as an essential part of who we are as a person and as a leader. Commitment is one of the most closely held of all these values.

Without commitment, it's impossible to master the execution of your annual business strategy, as commitments are complex, often involving many people, and mean going beyond just “doing your best.“
 
Commitments, according to Miles Kierson and Gary Tomlinson in their book Discovering Execution (2016), “are a declaration.“ It is “saying that some future event will happen because you've committed yourself to make it happen.“
 
There is power in commitment because you've promised something that, once made public, becomes something that everyone hearing or knowing can trust you to do. It connects you to those individuals and creates pressure, not wanting to let those people down. This pressure is often required to accomplish it.
 
Keeping your promises has to be one of the greatest attributes we can hold as a leader. This fuels success in managing strategy execution because when you do it consistently, you become known as “someone that can be counted upon to deliver results.“

It means that your word is good and you can be trusted with responsibility.
 
You become someone that others will want to follow.
 
The authors further share, “Commitment is a choice, and no matter what amount of pressure is applied, you can still declare it will happen. Saying yes because you're pressured to means you're not really committed, only compliant“.

Commitment leads to accomplishing key company initiatives within an organization, typically at a department or unit level. When completed, these initiatives contribute significantly toward helping achieve an organization's overall strategic objectives.
 
The ability to effectively manage the execution of your business's annual strategy is the greatest competitive advantage your company will ever know. You'll need to have the commitment of the people on your team if you want to do it well.
 
Ken Blanchard describes it this way, “there is a difference between interest and commitment. When you're interested in something, you only do it when it's convenient. When you're committed to something, you accept no excuses, only results.“

At what level is your team committed?
 
#ceos #leadership #commitment #execution

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It's easy to see why Dale Carnegie was ahead of his time. Not only did he write the classic business book, “How to Win Friends and Influence People.” He was also the original business “networker.“

Ahead of his time, he completely understood what having “social capital“ was all about.

His book, written in 1936 and now 86 years in print, has proven to be a timeless classic that today may carry more meaning for our business and personal lives than ever realized. Thousands, if not more, read and re-read it every year.
 
A reference from Keith Ferrazzi's book, “Never Eat Alone” (Crown Publishing 2005), states that “today’s most valuable currency is SOCIAL CAPITAL, defined as the information, expertise, trust, and total value that exists in the relationships you have and social networks to which you belong.”

Many people in business have yet to understand “social capital“ or leverage it for their personal and professional lives. No contemporary personal development plan is complete without it, as it is today's “digital currency.“

Carnegie’s work also validates an important equation that Ferrazzi intuitively penned ten years before he authored “Never Eat Alone“ that tells us:

SUCCESS IN LIFE = {THE PEOPLE YOU MEET} + {WHAT YOU CREATE TOGETHER]

This informs us that Carnegie was right in his assessment of what will get us ahead in life better and faster than anything else; the people we meet and how we interact with them.

His teachings could also be considered a forerunner to emotional intelligence and social-emotional learning, as many comparisons in his 1936 book relate directly to today's influences.

All of this shared, if you’re still of the mindset that Carnegie’s principles of social learning are outdated, applying only to a time long past us, I would insist you read it for yourself and then answer the question objectively. 

The ability to network has never been more essential for business and personal success. Building relationships predicated upon helping others get what they want first, without question, is the best investment you can make, no matter what your career.

Carnegie describes “How to Win Friends and Influence People” as an “action book.“ Something that will benefit anyone starting from the first three chapters.

Social capital is yours to use or not; however, it aids our personal development by providing access to resources, knowledge, support, inspiration, and a greater sense of belonging. It fosters learning, emotional well-being, self-confidence, and cultural awareness, empowering individuals to grow, thrive, and reach their full potential.

In a digitally driven world, social capital is your global competitive advantage.

What's stopping you from leveraging it for your personal and professional development?

#ceos #leadership #socialcapital #execution

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Feedback is not always helpful. When it lacks specificity or is not constructive and feels like criticism, it can do more harm than good.

Vague feedback like “good job“ or “needs improvement“ doesn't provide clear guidance on what was done well or needs improvement.

Overly negative or harsh feedback can be demotivating and discouraging, so it's important for feedback to be specific, actionable, and delivered in a supportive manner. The hard truth is that we never get good results from poorly shared feedback.

If effective communication is the conduit to successful organizations, what do we do when we struggle with it as a team?

“The answer to achieving amazing results often lies not in grand strategies or sweeping programs, but in the ability to develop leaders and teams that drive accountability, commitment, and engagement.“

According to the author, speaker, and researcher Simon Sinek, “Unlike changes to policies, processes, or procedures that can be expensive, time-consuming and gum up the works--organizations that focus on developing leaders and teams benefit from an immediate and positive impact on business performance.“

This is why successful strategy execution requires leaders and their teams to interact (communicate) daily to make decisions, solve issues, and deploy the right resources against the right challenges. They work each day cohesively toward a common objective as a team.

A large part of this success is attributable to the way they communicate with each other. Let's think about feedback again. Do we state the obvious, or do we share ideas and concepts that would make our people think at a level they've never thought about before?

Do we share information to help our people advance, develop, and grow as individuals? Collaborate better?

Do we look at every interaction at work as an opportunity to improve the organization?

In most businesses, probably not.

Great execution lives where teamwork meets opportunity, and people embrace the concept of communicating with each other through substantive feedback. When people on these teams, serious about success, miss their objectives it upsets them!

What happens to missed goals and failed objectives in your organization?

What are the interactions among the people on your teams like?

Perhaps it's time for you to move from “feedback“ to “feedforward?“

#ceos #leadership #feedforward #execution

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People on a team that don't carry their weight, are continually “worked around,“ and seen as an impediment to everyone and everything are a problem. The question is, who's responsible for the problem and who owns it? Is it them, or is it us?

As managers and leaders, we can easily dismiss these team members, believing they’re the problem or not crucial to the team's success, but should we?

People who fit this description, the unwanted, we'll call them, are often enabled to behave this way because co-workers, managers, and leaders either don't want to have the difficult conversation with them or they’re afraid to.

They are left alone, often isolated, and minimally productive.

This occurs in most organizations even though reasonable options for dealing with people and their challenges exist. We could, by example:

* Find out their challenges and work with them to correct or change behaviors, allowing them to remain in their role,

* Move them laterally to another department or position within the organization to see if they can succeed there,

* We could demote them to a lesser position should if they lack the skills to perform the role they're currently in, or

* If we have no viable option, we can choose to separate from them.

First, it takes having a very direct and meaningful (courageous) conversation with them. A two-way, candid discussion will identify the source of their issues and determine if the organization has played a role in it.

These conversations require asking open-ended questions, leaving the door open for people to open and honestly explain the issue(s) or challenges they’re having.

As an organization, getting to the truth or a better solution is a sound business practice, helping to avoid dramatic change, a lawsuit, and eventual separation from the organization.
 
If we believe in and value empathy and self-awareness, we must consider ALL the factors involved with employee engagement. We must look inwardly at our responsibility when a team member is failing.

Why is this important? Because “sometimes the bad things that happen in our lives put us directly on the path to the best things that will ever happen to us,” according to Nicole Reed.
 
Leaders may selfishly lack the courage to have a difficult conversation with any team member in this position, but if they want what’s best for them and the organization, they'll do it anyway.

This is what makes them a leader. They take on challenges versus stepping around or over them.

Is it time to consider “employee engagement' factors in your organization?

#ceos #leadership #employeeengagement #execution

The people you lead want to know where they're going, with their work and their organization. It's a simple concept, still, current data tells us that nearly 73% of all people at work aren't even engaged.

It's as if they've given up.

How is a leadership team supposed to lead when the pervasive attitude that's carried every day by their people is, “I don't really care“? Who is going to deliver on the mission, vision, and annual initiatives of the company if not the people?

Think about that for a moment before we decide who will help us to compete in an increasingly and more technologically complex business world?

If you're just now waking up to this understanding, know that it's not too late to course-correct; here are (3) positive ways to start winning over the hearts and minds of your people:

1. Open up the discussion and start talking to your people-transparency, candor, two-way feedback, and honest communication will help to build trust and respect throughout the organization. Without achieving candor, humility, and the use of empathy the ship will still float but, speed and course accuracy are likely to remain off.

2. Memorialize your team's progress-both individually and as a team. Each team member deserves to know where they stand, with their own performance and with their manager, at least every 30 days. Taking the time to focus on each team member; to coach, mentor, support, guide, and listen to them. This shows that you care and will cause engagement to happen.

3. Learn from the data and information you acquire in the process of utilizing steps #1 and #2. Use it to help make better decisions. Knowing your people's strengths, weaknesses, what they like best to do at work, whom they work well with, what they are passionate about, and where they want their career aspirations to take them will all help you to position them in the right role and for future success.

Leaders make mistakes. Most are unintentional and relatively easy to correct. Still, the biggest mistake of all may be, not knowing how the decisions and actions you take every day with your people impact them.

Show them where they're going and how they win.

#ceos #leadership #collaboration #execution

We hear a lot about “Emotional Intelligence“ and “Social-Emotional Learning“ on the socials, from our HR reps, and through books and articles, still, how many of us know what they are and what they mean?


Here's a professional description from; The Collaborative for Academic, Social, and Emotional Learning (CASEL):

“Social and emotional learning (SEL) is the process through which children and adults acquire and effectively apply the knowledge, attitudes, and skills necessary to understand and manage emotions, set and achieve positive goals, feel and show empathy for others, establish and maintain positive relationships, and make responsible decisions“.

That's certainly a well-explained mouthful and the reason why we can't begin to benefit from Social-Emotional Learning if we don't first understand it.

What's interesting to me are the components of social and emotional learning that are tied to goal setting, relationships, and decision making. These are three important aspects of everyday business and areas that we cannot neglect as they relate to emotions.

Emotions play a critical role in almost everything we do, which makes understanding them a business imperative.

If you struggle with understanding the concepts related to EI or SEL, here's some simple advice:

Start with the basics listed below and absorb the meaning of each. Acquiring an understanding of these elements one at a time and being able to apply them in real-life situations will provide you with significant benefits.

Stay committed to each, learn them instinctively over time, and with practice, you will advance your ability to communicate, work with, understand, and appreciate yourself and others.

Last, I would recommend that you read any number of books that speak on the topic. Many are easy reads, and tell you how to practically apply the concepts of EQ or EI.

Great execution is made increasingly more difficult when there is a general lack of emotional understanding and communication between people. If we are “self-aware“ we can see this and change the trajectory of any communication, project, or major organizational objective.

Don't let something so simple to solve, stand in the way of your personal or professional success.

“It is very important to understand that emotional intelligence is not the opposite of intelligence, it is not the triumph of heart over head--it is the unique intersection of both.

Find your way to being a more emotionally intelligent leader. Your organization and team will thank you.

#ceos #leadership #emotionalintelligence #execution

As a leader, how are your teamwork skills and acumen? Do you know what it takes to lead and participate with teams?
 
Working effectively on and with a team is essential to take advantage of collaborative work environments. Whether you're in a large company setting, participating in a sports team, or engaging in a community project, leaders must develop several key traits to contribute positively to a team's success.
 
The list of skills starts with strong communication. Every team member must express their ideas clearly, listen actively, and be brave enough to ask difficult questions when required. Effective communication minimizes misunderstandings and helps a team work cohesively toward its goals.
 
Team members should be aligned with the team's objectives. A clear understanding of the team's mission or purpose helps everyone stay aligned and work toward a common goal.
 
Teamwork is about synergy, where the collective output is greater than the sum of individual efforts. Being open to others' ideas, contributing constructively, and respecting other perspectives helps to develop collaboration that can solve problems and drive innovation.
 
In team environments, expect change. Being adaptable to evolving situations, new information, and shifting priorities is crucial. Leaders who can pivot and adjust to change can minimize resistance, help a team stay focused, and work together.
 
Every team member must take responsibility for their role and assignments. Being accountable means meeting deadlines, admitting mistakes, and actively seeking solutions with others, as it builds trust and tells the team they can depend on one another.

For more teamwork mojo, subscribe to my weekly leadership “byte“ at https://lnkd.in/gKaqqhPC
  
While leadership is always key to good teams, being a good follower is equally important. A team functions best when its members can interchangeably lead and follow based on circumstances. Strong leaders inspire, and effective followers support the vision and direction set by leaders.
 
Conflicts are natural in any team, but managing and resolving them constructively is another skill leaders must provide. Effective teamwork addresses conflicts quickly and professionally, seeking solutions that benefit the team and its desired outcomes first.
 
Working on a team can suck up time. Team members must respect deadlines and efficiently manage time to stay on track. Effective time management can minimize stress, maintain productivity, and work to benefit a team's goals.
 
A leader must stay upbeat in challenging situations. Maintaining a positive attitude can be infectious and inspire others to do great things. Positivity enhances morale and helps overcome obstacles.
 
Working effectively on a team requires combining interpersonal and task-related skills. By continuously developing and honing these, leaders can contribute meaningfully to the success of any team they are part of.
 
#ceos #leadership #teamwork #execution

As a leader, you sacrifice the culture of your organization when you consciously or unconsciously set in place conditions that tolerate behavior detrimental to your values.

When you value something enough, you stand up for it. It is intrinsically valuable to you and your team and should never be compromised upon.

Sometimes we need the proverbial 2 X 2 matrix to hit us across the forehead to make us think, perhaps at a level, we've never thought at before.  I typically post and share information suitable for any family member to read, this post being the exception to that rule as I found it too compelling to not share.

Say what you want about an organization's core values but, those leaders who are willing to “hire, fire, and promote“ based upon theirs are heroes in my book.  Dr. Cameron Sepah's performance/values matrix lands this point home most effectively, that you can have values congruent and high-performance behavior in your team members and you don’t need to be an upper right box, HIPO, superstar to qualify.

You just have to be honest, ethical, and stand up for what's right.

If you want to lead with a strong foundation, employ loyal and committed people who are willing to be part of a team, whose values and beliefs guide their thinking and behavior, and align with that of your organization.

Individuals that are fair and equitable, yet still able to make the hard decisions when they need to be made.

Having a great culture is also something that needs to be valued. Great culture is an execution “accelerator“ because; when the back of the house is in order (teamwork, collaboration, growth and development mindset) the front of the house (client and customer relationships, shareholders, partners, and the bottom line) will automatically take care of itself.

People thrive in these “high value” environments, many excel, strategic objectives are routinely met and results get delivered. The success of the organization is held above all else.

It's time to stop questioning our values and start committing to them. Otherwise, why do we even have them?

Whom we hire, fire, and promote tells us just how well we are in agreement with what we value.

Who gets fired or let go in your organization?

#ceos #leadership #values #execution

More than once in my career as a leader, I reached a point where “doing something else“ or “changing direction“ seemed impossible. I'm sure many of you have also felt this same way at one time or another.
 
And what typically happens, for most, in these situations is that we “don't do anything.“ Instead of seeking the change we need for ourselves or our organization, we sit back and wait for something to happen.
 
In their book, “Change Your World“ (2021), John Maxwell and Rob Hoskins discuss making the world a better place. They correctly state that for anyone wanting to change anything, “transformation is possible for anyone willing to learn and live good values, value people, and collaborate with others to create a positive value culture.“
 
These are all things anyone can do, and the good news is knowing that it doesn't happen alone. You do it with the people around you. You give help and get help as you find or make your way, progressing toward your goal.
 
This same philosophy is true of learning to consistently execute your business strategy. There are elements beyond doing the actual work that makes a difference. Note that you must:
 
* be willing to learn something new,
* Adhere to a strong set of values, beliefs, and core behaviors,
* Work closely with and value the people around you, and
* collaborate with the people around you to develop a great (culturally sound) environment in which to work.
 
The execution component comes together easily when you have all the above elements.

We live in the age of “execution,“ and it's up to us to decide if we want to participate. Yes, it will be different. It is a change that you'll likely be unfamiliar with and not comfortable doing.
 
Still, you will be able to improve upon your ability to get things done and lead your team more effectively in the same direction.

Just remember this, “if you've never looked into getting better at execution, you'll never know if it could have made a difference for you and your organization.
 
And that's the same as sitting back, choosing to do nothing, and waiting for something good to happen.
 
#ceos #leadership #execution #strategy

I know this isn't news to you, but still, it bears repeating. Leadership is hard, and it's hard because it involves leading others. If you're not ready to lead others, you should avoid becoming a leader.

Leading effectively requires a unique blend of skills, traits, and strategies that can inspire, guide, and empower followers. As a leader, you must understand that your journey to success will be challenging and rewarding.

Here are some additional core principles that help to describe what it takes for leaders to lead their followers:

1) Effective leaders listen well. They actively participate in dialogue and show empathy towards their team members. Open and honest communication begets trust and allows followers to feel valued and understood.

2) Leaders must be adaptable to navigate change and uncertainty. Knowing that you must be flexible in your strategy and execution decision-making is crucial to lead followers through continuously shifting circumstances.

3) Leaders instill confidence by setting a positive example. They demonstrate courage in the face of fear by answering challenges quickly. They inspire their followers to tackle obstacles with the same determination.

4) Leaders trust their team members to carry out important tasks and responsibilities. Delegation empowers followers, allowing them to grow and contribute increasingly to organizational success.

5) Leaders must hold themselves to account for their actions and inspire their team to do the same. This accountability ensures that everyone is committed to achieving the collective goals. You want your followers to be seen as people who can deliver results.

6) Leaders are lifelong learners. They seek knowledge and strive for personal growth, setting an example for others. Enough said.

7) Leaders recognize that the strength of their team is a reflection of their leadership. They assemble diverse and complementary skill sets that eliminate any team weaknesses.

8) In the face of setbacks and failures, leaders maintain their composure and resilience. They use these experiences as opportunities for growth and learning and as examples for their followers.

9) Effective leaders lead with a strong purpose and adhere to a strong set of core behaviors. Followers must know there are commitments and consequences for not following them.

As you can tell, leadership is not a one-size-fits-all proposition. It requires a personalized approach that must also consider the unique dynamics of your team and organization.

Leadership is not only about achieving goals. While important, it's about empowering and nurturing the potential of those you lead. Helping them to be their best. This is what drives success for everyone.

Never forget this chain-of-command-like linkage.

You model the behavior and respect you want to receive.

#ceos #leadership #coreprinciples #execution

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What does it take to become a learning organization? Businesses that develop a “culture of execution“ rely on their people's ability to think at levels they've never thought at before, to be curious, and mindful of what's happening at all times.

So how does this figure into how we learn for work?

Taking outside classes, pursuing advanced degrees or certifications, conducting every-so-often training programs, reading a management or leadership book when asked? Are these the things we need to do?

What if I were to suggest that none of these actions (although they do produce learning as an outcome) are what a learning organization is really about?

The challenge is that we think more in terms of individual career development as what drives organizational learning. Clearly, this is a part of it but, only a small part.

We falsely believe that when our people become smarter so too will our organization. There's nothing wrong with people getting smarter and being able to advance their careers as a result, still, it's not creating a learning organization.

Here are a few of the ways organizations learn and get smarter:

* When we collectively focus on driving the annualized strategic objectives of our organization, we are learning.
* When we work closely as a team employing systems and methods, and soliciting new recommendations to solve challenging issues, we are learning.
* When we understand and share the same vision with others, for what we want to accomplish as an organization, we are also learning.

Learning organizations see what they're doing every day as a “laboratory for learning; on-the-job learning“. Their thoughts and behaviors constantly reflect the idea that everything that happens at work represents an opportunity to teach, train, and support others in getting better at what they do.

Converting the experiences we learn from into practical on-the-job applications helps to cement the learning. It makes it stick.

Leadership teams need to own the responsibility for “becoming“ a learning organization. For them, it's about putting into place the operating conditions that will allow for:

* Challenging experiences-ways to push team members to new levels of thinking and understanding,
* Opportunities for practice-providing the space to try new or unfamiliar things, whether it involves succeeding or failing,
* Creative conversations-that reinforce “what just happened“ extending the learning through in-the-moment analyses and camaraderie, and
* Giving time for reflection-providing the mental space to absorb and digest what everything means in the larger framework or bigger picture of what we're attempting to accomplish.

This is what true learning organizations do.

Is this what learning in your organization looks like?

#ceos #leadership #learningorganization #execution