FREE online courses on CRM - Developing People - The Key To Success - Boost
Them - Create A Learning Environment
The Place: Miramar Base, USA. The US Air
Force sends the crème-de-la-crème of its
fighter pilots here, for intensive training,
the best over-all pilot being informally awarded the sobriquet ‘Top Gun'.
The atmosphere is charged with hi-voltage excitement, an electrifying
rivalry between future teammates in deadly Mach 3
engagements with ‘enemy' aircraft high in the stratosphere. As a learning environment, it has few peers…you can err only once, going at three
times the speed of sound. You learn fast…or
die. Miramar hones their skills and hair-trigger reflexes to an edge that
would make a razor look like a blunt instrument.
Learning, to take root, needs a supportive
environment. It is primarily the Boss's role
to ensure that organizational culture actively encourages it. When
people (and an organization is nothing if not its people) stop learning, they
are finished. The organism that
fails to adapt, ultimately perishes. Can your
company respond, and adapt to, the fast-changing nature of customer demands and
expectations? You may perceive your company as spearheading progress in
your field, but can you walk the talk?
-
Are
learning values actively sponsored,
especially on-the-job (where it really matters)?
- Do
you interact with subordinates, exchange/
question viewpoints etc.?
-
Reward the results of learning and growth in the
interests of the organization?
- Are
you geared to spot potential…and develop it?
- Do people expect training or is it an
aberration?
-
Is
training sacrificed often on the altar of
exigency?
- Do
training managers enjoy corporate confidence?
- Do
you positively encourage creative, innovative,
challenging ideas?
- Is training feedback
carefully monitored, for counseling/ application?
- Is
personnel turnover analyzed for locating ‘lack of
development' perceptions? And rectified?
- Are rigid job-descriptions interfering with
the development of people's potentials?
Training and development are not
luxuries; they are necessities for progress…and survival.
QUESTION:
1.
Why is the creation of a learning atmosphere so vital for an
organization?
2.How do you think a manager gets to create a climate of
conscious and on-going development in his department?
