I am sure you all are following the news about the bombings in Boston. I heard more than one anchor or reporter state that this is not a Republican or Democrat political issue. The fact that it had to be said is sad. Do we really believe that our elected officials would use this tragedy for political gain? I guess we do. It just goes to show how little we trust our politicians. We elected them, but we do not trust them. We do not trust them to make decisions for our good and the good of the nation.
I have been posting sections from my e-book, Leadership for New Managers: Book Two. The book is available at http://smashwords.com/b/300090. Use coupon code WL23B for a free copy until May 27.
B. Developing on the Job
Learning from experience is not always possible. Taking advantage of what others have learned provides the benefit without having the personal experience. The best development opportunities often occur on the job. Leader/managers that have an eye for developing others will encourage growth in current roles and positions. How a leader assigns tasks and duties can serve as a way to direct individual associates to extend their capabilities. Feedback and coaching from a leader
during routine duty assignments can also direct associates to areas where they can focus their development. Leader/managers should constantly seek new ways to re-define duties or enrich a job to prepare associates for additional responsibilities in their current position or the next. Cross training on tasks provides dual benefits of building a more robust team and expanding the skill
set of team members. Challenging associates with different job duties is a good way to keep them interested in routine work.
Because associates learn best by doing, leader/managers should be willing to take prudent risks and accept the possibility that less-experienced associates will make mistakes. Risk assessment and risk management help determine existing risks and mitigation strategies. If subordinate Leader/managers are to grow and develop trust, it is best to let them learn through experience. Effective leader/managers allow space for associates to experiment within certain bounds.
I have been posting sections from my e-book, Leadership for New Managers: Book Two. The book is available at http://smashwords.com/b/300090. Use coupon code WL23B for a free copy until May 27.
B. Developing on the Job
Learning from experience is not always possible. Taking advantage of what others have learned provides the benefit without having the personal experience. The best development opportunities often occur on the job. Leader/managers that have an eye for developing others will encourage growth in current roles and positions. How a leader assigns tasks and duties can serve as a way to direct individual associates to extend their capabilities. Feedback and coaching from a leader
during routine duty assignments can also direct associates to areas where they can focus their development. Leader/managers should constantly seek new ways to re-define duties or enrich a job to prepare associates for additional responsibilities in their current position or the next. Cross training on tasks provides dual benefits of building a more robust team and expanding the skill
set of team members. Challenging associates with different job duties is a good way to keep them interested in routine work.
Because associates learn best by doing, leader/managers should be willing to take prudent risks and accept the possibility that less-experienced associates will make mistakes. Risk assessment and risk management help determine existing risks and mitigation strategies. If subordinate Leader/managers are to grow and develop trust, it is best to let them learn through experience. Effective leader/managers allow space for associates to experiment within certain bounds.
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