Two years ago, John enlisted our help to redesign a series of existing courses, which he recently described as “still the most interactive and engaging courses in the catalog.” But that was just the beginning of the relationship between this client and Gillespie Associates.Read More
Sometimes feedback is hard to take. In this post, I share four tips I tell new managers in our coaching sessions:
- Remember that there’s a reason you were selected for this position.
- Be honest with yourself about how you’re feeling at the moment.
- Look at the feedback from a distance.
- Acknowledge what you need to acknowledge.
Talking costs nothing, doesn’t trigger sensitivities to fragrance, and could actually solve the problem, instead of coating it in floral scent. However, it’s a lot harder to raise a sensitive issue than it is to spray an air freshener. As a new or seasoned manager, you’re going to face lots of difficult conversations. So, how do you address sensitive and difficult conversations with your direct reports? Let’s look at the technique we explore in Gillespie Nimble.Read More
“You are hired for your technical skills and fired for your lack of interpersonal skills.” Over the years, I’ve seen the truth of this play out time and again.
With that in mind, an article in Chief Learning Officer magazine recently caught my eye. It posed the question: Are MBAs still a valuable development tool?Read More
Training systems are often designed to shovel every possible bit of knowledge into a new employee’s head with the expectation that they’ll be able to apply that knowledge on the job. Does a new employee need to know everything on Day or Week 1? No. They don’t even need a fraction of that. And the knowledge they do need has to support their performance in the moment.Read More
It’s that time of year again—budget season. A time of evaluating, strategizing, planning, and allocating. Organizations have to anticipate what kind of spend they will have, and hopefully a decent portion of that spend will go toward training and development initiatives.Read More
When you hired a training development vendor, you thought you asked all the right questions: What delivery methods do they offer? What is their experience? Can they meet our needs on time and on budget? What do my colleagues say about them?
The vendor delivered content and experiences beyond your expectations, and the participants loved it. Employees and managers alike responded with glowing feedback.
A few months later, you approached the C-suite with a request for more funds for another round of this well-received training.
And the answer came back: a resounding “no.”Read More
First-time managers face a range of challenges—complicated dynamics with their colleagues, managing friends, establishing credibility, and sometimes, managing older or more experienced peers. In Gillespie’s work with new managers, we see one challenge again and again: triangulation. Triangulation happens when a new manager is faced with an uncomfortable situation and complains about it to a friend or ally, rather than talking to the source of the problem. This issue is prevalent throughout organizations and damaging to teams.Read More
There are an incredible number of demands on the adult worker today. These demands leave only about 1% of a typical workweek available for training and development—that’s about 25 minutes a week! Some of the fault rests with the technology that’s supposed to make life easier. It also makes us more available to an overload of demands and responsibilities.Read More