I am the creator of a learning technique called ‘real play’. Real play gets people ready to perform well and confidently in any interpersonal situation (performance conversation, delivering a presentation, facilitating a tough negotiation, asking for a raise …). Ninety percent of the people who walk out of courses where I use real play experience a sharp increase in their ability and confidence level. This is not due to anything I say but the real-play process itself which comes from the learner’s own experience. Real-play makes learning totally relevant to real challenges the learner is facing and needs to solve.
I have been inspired by the ground breaking research of David Kolb who stresses that we learn through our experiences. As educators/HRD professionals, we must always start with the learner’s experiences if we want to see transformation or behavioral change.
I am always open to conversation and debate. Reach out to me via twitter, LinkedIn or old fashioned email.
Posted in Workplace, learning.
Tagged with behavioral change, david kolb, informal learning, learning, ROI on training, tough conversations.
We learn most through teaching and real experience. This is why mentoring/partnering/job shadowing models are so powerful.
Randstad uses the partnering model with their new sales recruits.
Xtreme Labs uses pair programming which matches young co-ops with more experienced programmers.
How can you help your newbies learn through experience?
Posted in Feedback, Peer learning, Uncategorized, Workplace, learning.
Tagged with Gen Y, informal learning, job shadowing, learning, mentoring, Peer2Peer, Randstad, social learning, Xtreme Labs, Xtreme University.
Forget training, focus on learning. Learning is happening all the time. 80% of learning is informal. 80% of money and time are wasted on formal learning.
Save money and get more ROI by focusing on informal learning. Find out …
- How are people informally learning every day?
- What are they learning and what value or potential value can it add to the organization?
- How can you capture this learning and leverage it?
- Where are the opportunities for improvements to the internal and external client experience?
This week’s learning champion is Telus who is leading the way in social learning.
Social Learning at Telus
Posted in Peer learning, Uncategorized, learning, social learning.
Tagged with learning, ROI on learning, social learning, Telus, training.
Check out this month’s Organizations with STRYDE interview with Torstar Digital on how to retain a team-based, innovative, and results-oriented culture despite phenomenal growth.
Last month we featured – Globalive Companies, Fusenet, TakingITGlobal. Check any of these out at stryde.ca/blog. Coming up next month is our feature on Rypple, a company that makes performance reviews irrelevant by providing a simple and effective way to give feedback every day.
Posted in Gen Y, Uncategorized, human capital.
Tagged with Daneal Charney, Generation Y, hitting stryde, organizational culture, Torstar Digital.
By admin
October 20, 2010
We are looking high and low for organizations that possess one cool practice or feature that is attractive to their Gen Y or New Grads employees. Don’t be shy. Step up. We want you to be the next feature on our video blog series - Organizations with STRYDE. Check out our feature organization this month. .
Fusenet is an SME with a ‘wow’ factor. Most recently they were featured in the Globe & Mail for their innovative take on the Google 70/20/10 work day. Whether you are HR, marketing or a techie employee of Fusenet, you get to work on your ‘pet project’ every Friday. Not only does this allow each employee to explore their entrepreneurial itch but gives them a real sense of ownership over something they do. In the end, the employee owns the IP to the product or service they invent and gives Fusenet the first right of refusal. Click here for our interview with Sanjay Singhal, CEO of Fusenet.
Posted in Uncategorized.
Tagged with Daneal Charney, Fusenet, Google, management innovation, Sanjay Singhal.
“Hitting Stryde is the most definitive guide to cultivating your career I have ever
encountered. It will prove a valuable tool for launching your career.”
– Harry Rosen
“Definitely recommend for the GenY’ers entering the workforce but also a great fast
read for their managers as it gives a good refresher on career how to’s.”
-The Executive Roundtable Book Review
Can a book really make a difference? Seldom. Except if you are a company that hires recent graduates, Hitting Stryde – A Gen Y Career Survival Guide with 110 Actionable Shortcuts will make them more effective from day one. From how to work effectively with your Boomer boss to how to build relationships with multiple generations, Hitting Stryde was written in response to interviews with 100s of recent grads and their managers about the challenges they face becoming a productive asset in their new careers.
We’ve got both generations covered. Co-authors Daneal Charney and David James Singh are a dynamic pair who offer a yin and yang approach to navigating your early career. Daneal has been involved in developing high potential leaders in a corporate setting for over 20-years. David is a Gen-Y leader himself at the beginning of his career driven by the pursuit of happiness.
Buy a copy today.
Write Your Own 12th Chapter
We want Hitting Stryde to have a life of its own in your organization. So when you order over 100 copies you get to personalize them. For example:
• Co-branding Hitting Stryde with your logo and your President’s Message
• Creating a 12th chapter that gives your new grads insights that will help them
from day one. For example, a dress for success chapter, etc.
• Using career insights from Hitting Stryde to provoke dialogue on your
company intranet site or integrating our book into your new graduate or
young leadership development programs.
More details about our corporate programs here.
Posted in Uncategorized.
Tagged with Career Development, Daneal Charney, Gen Y, Generations, hitting stryde.
This month I have seen a number of businesses close up shop. These were mostly retailers and for the most part the writing was on the wall. I take my role as a client very seriously. I often give good, bad and ugly feedback. It is not uncommon for me to call a manager to praise some aspect of their business or a great customer service rep. What drives me crazy is a business who does not see the writing on the wall OR who sees it but ignores it hoping it will go away.
The same applies to issues in your organization. I once walked into a management retreat and the negative energy was palpable. I discovered very quickly that the two departments represented in the room hated each other and there was a long history of animosity.
My first step was to address the ‘elephant in the room’. In this case the elephant included:
1. Lack of clear roles
2. Lack of a clear structure
3. Perceived lack of respect
4. Ineffective meetings
…and the list continued.
Once the elephant was named, we could begin to discuss and deal with stuff that had not been dealt with for years. Moral of the story: deal with the ‘elephant in the room’ when it appears to be inhibiting future team, department and organizational performance. It will not disappear on its own. [JP-Facebook-Like]
Posted in Uncategorized.
Tagged with cross-functional teams, leadership, Workplace.
As I passed ING Direct’s very clever window dressing @ Yonge/Shuter this morning, I could not help but wonder what value really is. Is value what you get v.s. what you paid? That infers that there is a shared accountability in creating value.
I am always amazed how some companies pay a lot more to get what they see as top value (they pride themselves on recruiting the top grads) but then seem not to be sure what to do with this valuable asset. Are they better off paying less to get more. How do we measure an employee’s value? How do we max our Return on People (ROP). ROP is partially measured by how well we use a person’s skills, knowledge, energy and time… As I ponder on this topic, what do you have to say?
Posted in Uncategorized.
Tagged with book innovation, Daneal Charney, ING Direct, Workplace.
Lately the same question keeps coming up with clients. How do I manage the over-the-top expectations of my Gen-Y employees?
Here is my 2 sense based on my own consulting experience and ongoing interviews with Gen-Y employees.
Firstly understand the generation you are dealing with. A generation who is twice as educated as previous generations and brings in-house expertise in everything from web 2.0 to change. They may have a lot to learn, but they also have a lot to give.
Secondly ensure that in the first month of onboarding, you ‘contract’ with your Gen-Y employees as to what they can expect. This should start with an open conversation where both sides express their needs and offering and end with a roadmap for the next six months.
This generation demands that we return more value on their assets (time, passions, skills, and knowledge) so make sure if your employee’s core job role is administrative, you create the flexibility for them to spend 20% of their time on committees, special projects, etc. that leverage their intellectual assets and passions.
Lastly create regular check-in points where you take 15 minutes to debrief their ‘highs’ to date, ‘lows’ to date, ‘issues’ to date and future plans. This investment of time has a high payoff – avoid the costs of turnover, create a pipeline of future leaders and enable you to better leverage your Gen-Y assets.
As with any high potential employee, open conversations regularly are key.
If you have not already checked out our latest Gen-Y survey results, click here.
Posted in Uncategorized.
Tagged with Daneal Charney, genY, human capital, leadership, Leadership Reframed, management innovation, Workplace.
What keeps me motivated to help young leaders succeed is conversations like this. The other day I spoke with a bright, young guy who expressed his dissapointment after working for a ‘best employer’ company for 6 months.
“I was as high as the CN Tower when I started then low as a basement.”
The cost to the organization: productivy, morale and ultimately turnover.
What was missing for him was something quite simple: a honest conversation about how things really worked as well as how he could gain more responsibility slowly.
I have observed the power of transparent and authentic coaching conversations. The new term is ’stay interviews’ instead of exit interviews.
Posted in Uncategorized.
Tagged with Daneal Charney, emerging leadership, genY, Leadership Reframed, Workplace.
By admin
January 29, 2010
