Corporate Learning Experience and working out at the gym have a few things in common. Remember the first time you went to the gym and picked up dumbbells? I can share with you what happened to me. I went to the weight rack and picked up one of the heaviest dumbbells, naively overestimating my strength. After three repetitions, I realized that this is too heavy for me. Then I went to the lighter segment of the dumbbell rack and picked up the dumbbells.
That was too easy for me, and I did not even feel I was lifting anything. Then finally, after giving a few dumbbells a try, I lifted the one which was optimally challenging me. The first two sets were challenging, and gradually on the third set, it was a task to complete. But I genuinely enjoyed the challenge and lifting that weight. After that day, I slowly started lifting heavier and felt more accomplished in my fitness journey.
Now let me take you away from the gym and give you a peep into a training room at the workplace. You, as an LnD leader, will find two sets of employees during a training workshop :
The ones who are checking their phones constantly and are disengaged.
The ones who enjoy the training session and are thoroughly engaged.
Now when you see this scenario, multiple thoughts pass through your mind.
These employees don’t care about learning
The content seems boring
Maybe they have had a heavy lunch
LnD Job sucks.
But before these thoughts pass by your mind, we need to ask ourselves two simple questions :
Is this too easy for them?
Is this too hard for them?
Even if one of the answers is yes, then we are losing the plot! The answer should be correct in the middle, not too easy and not hard for them. The answer is the Goldilocks Principle of Motivation.
Motivation to achieve something is at the highest when a task either not too easy or too complex but optimally challenging. This kind of motivation gets the best results out of people and keeps the person focused on completing the task and seeking more challenges.
The Goldilock Zone where the learning challenge is just right
Not let us take this Goldilocks principle and attach it to our corporate learning context. With these three proven techniques, one can achieve higher learning completion rates and make the employee want more!
1. Focus Learning Groups :
Clustering employees according to their IDP, existing Skillsets, and learning interests is a great way to set precedence towards unlocking the Goldilocks principle. A great way to identify these focus learning groups is by having a Skill Inventory handy. A skill inventory of your employees is a list of all the skills your employees possess and the ones they want to learn. By having this, you can put folks with similar expertise in a learning environment.
This group can set expectations, assess their current knowledge depth and then curate a slightly challenging learning module for them accordingly. This initiative will increase enthusiasm for them to achieve that learning task, but they can feel that they are sailing in the same boat and the same direction. This practice significantly increases their chances of completing their learning chances. Here you can learn how BHyve is helping corporations to create their Skill inventory.
2. Gamifying the Corporate Learning experience
Most video games use this principle to retain users onto their games. If the game is too easy, they find it boring, and if it is challenging, they find it unengaging. Similarly, if the learning paths and IDP are gamified, the employee is always seeking the immediate tasks, which can gradually increase difficulty. This gamified learning can equip the employee with the essential education, and he would be much more eager to take further challenges as his knowledge progresses.
Gamifying his experience can also help him/ her ensure that he knows at what skill level he is and can now start unlocking the newer prospects in his learning journey.
With BHyve, corporations can gamify their learning experiences by attributing points for every collaborative learning experience the employee participates.
3. Continuous Feedback Loop :
The tragedy of the goldilocks principle is that it works in the second attempt. This first attempt should be a conscious misfire to understand which part of the learner’s spectrum is on; The difficult one or the easy one. The learner should have sufficient trust in you, as an LnD Manager, as this misfire is to assess the level of complexity he/she is comfortable with. Post this assessment, a misfire can set the goldilocks point, and the learning manager can deliver the optimally challenging learning tasks.
During this entire exercise, the learner and the learning manager should establish a continuous loop. Think of it as a trainer at your gym who progressively increases your weight while exercising. This mechanism is done by taking feedback from you and helping you go from one level to the next.
A thorough understanding of your employee capabilities and to what extent you can stretch them is the hallmark of a fantastic learning manager. This continuous loop of feedback of the employee’s learning experience can foster a great understanding of the complexity and reception of the initiatives. Plus, the relationship between you and the stakeholders is enhanced and making your inbox a safe place to provide unadulterated feedback.
With a simple fairy tale where Goldilocks tried the hot porridge, the cold porridge, and the optimally warm porridge, we all know which one did she end up choosing. The Goldilocks principle is widely used in understanding intrinsic motivation. This theory can be easily borrowed by learning managers to deliver engaging and challenging learning tasks. Smart and Leaders who have used have cracked this technique have achieved higher learning completion rate, higher learning ownership and
At BHyve, we are teaming with Learning and Development Leaders to create engaging learning experiences. By creating gamified peer learning experiences, BHyve can build bridges between the learning goals and the employees. The analytics provided can find how engaged and committed to their learning goals and how you can effectively intervene with actionable insights.
Please book an appointment with our organizational psychologist to understand how gamified peer learning can help you achieve your learning goals.
As we have stepped away from a central-plan based economy for a decentralised knowledge-based economy, so are the sifts made by organisations and their work cultures. In today’s organisations, creative disruption, adaptability and agility more crucial for innovation driven growth over mere bureaucratic discipline and rigid roles.
Knowledge management for long seems to have constituted core of an organisation’s operation and success, but in the advanced knowledge era we seem to be heading towards, knowledge management is short of to assure organisations’ competence, creating new knowledge which can lead to innovation is necessary, and this phenomenon of knowledge creation ideally stems from knowledge workers from diverse disciplines, experiences, perspectives, motives and world views share their tacit knowledge with each other.
What is Tacit Knowledge?
Knowledge as a whole is hard to define, but is a complex constitute of explicit and tacit knowledge. “Knowledge Creation” can utmost be defined as a “continuous process of learning and un-learning by acquiring new contexts, patterns and world views overcoming previous limits of knowledge imposed by existing information parameters.”
Knowledge from being several workers tacit knowledge mesomorphs to organisation’s new knowledge trough a virtuous cyclical process, to begin with workers have tacit knowledge gained from their work, experiences and encounters, which is then exchanged while socialising with other workers, and this ‘tacit knowledge’ is Externalised, i.e. tacit knowledge is shared trough articulation, self-reflection or observation, and this knowledge is then codified as explicit knowledge, and hence this virtuous cycle of knowledge creation is an unending continuous process, as defined above.
Knowledge sharing is the fundamental part of converting individual tacit knowledge into organisation’s new knowledge, further leading to innovation and organisational competence, and enabling knowledge sharing is not an easy process.
The sharing of tacit knowledge in any organisation is heavily barrier ridden, from individual cultural differences to organisation’s lack of knowledge sharing culture, and lack of intrinsic and extrinsic motivators, and often inadequate realisation of intrinsic motivations in an organisation too.
Knowledge beholden by an individual is of a great deal for any knowledge worker, it keeps him an edge ahead against peers, hence knowledge of strategic importance is not easily shared with other workers to be translated to form organisational knowledge which any gains.
Knowledge sharing which holds to be basis of the knowledge creation and innovation, to happen is subject to workers motivation to share knowledge.
Intrinsic and Extrinsic Motivation for Knowledge Sharing
There are intrinsic and extrinsic motivates that nudges knowledge worker to share, Extrinsic motivates may well promote sharing of explicit knowledge, but is proven to be less useful in case of sharing tacit knowledge, because of complex dynamic nature of tacit knowledge which is emergent and spontaneous, only organic socialisation of knowledge leaders can lead to such exchange.
Also, studies show knowledge workers are not motivated by mere extrinsic motivators such as financial incentives and promotions like workers of pre-knowledge and industrial era were motivated, knowledge workers look for intrinsic motives, such as social recognition, self-actualisation, knowledge and intellect seeking and continuous learning, which in long-run channelise more extrinsic benefits too.
Sharing Knowledge gives you an edge!
Professional growth and career promotion for knowledge workers is not imminent and short-sighted as it was for previous industrial era workers, knowledge workers have to keep constantly self-learning and often un-learning, expose themselves to unique experiences and situations, and learn from them, which gives them an edge by creating newer knowledge.
Virtuous Cycle of Knowledge Creation
When knowledge workers enter the virtuous cycle of knowledge creation, as they socialise and synergise with other workers, they further the rate of knowledge creation exponentially. This knowledge creation at individual level is proven to help individuals’ ability in defining a problem or situation based on a holistic understanding.
Knowledge, explicit and tacit knowledge is of great importance to knowledge holder, but the virtuous cycle of new knowledge creation and innovation is such that, while workers share knowledge mutually, they are not only given knowledge in return from other workers, but it is also perceived from different perspective and contexts which leads to more churn and more knowledge creation.
Intrinsic motivators give workers a deeper sense of satisfaction, where work, knowledge and creativity are valued for the sake of its own, hence motivates workers in sharing of tacit knowledge and further creating newer tacit knowledge, where extrinsic motivates are less effective but are still conditionally necessary.
Over emphasis on extrinsic motivators over intrinsic, and organisation not recognising or unappreciative of workers’ intrinsic motives such as knowledge and intellectual quest is also demotivates and inhibits worker from sharing knowledge, thus falling back on knowledge creation and innovation in an organisation.
Organisations and workers also have to see intrinsic motivation much wider, there is hedonic side of intrinsic motivation derived from pleasuring from sheer competence enhancing, knowledge questing, social networking and socialising, when individuals with such tendencies, who are often highly innovative, creative and intellectual
Knowledge sharing and knowledge creation ends up as mere phantom, unless an enabler and mode exists, the role of ICT is knowledge sharing and knowledge communication is that of an enabler, ability to use technology not necessarily motivate workers to share knowledge but inability or lack of access to knowledge sharing technology demotivates workers and hinder knowledge sharing and knowledge creation in an organisation, hence making it less innovative and in turn less competitive.
Learn more at BHyve which can help you create a culture of Knowledge Sharing within your organisation.
Book a consultation with an Organisational Psychologist today @ www.BHyve.io.
Senior leadership at any organization is essentially a juggler’s role. At any given point in time, they are constantly prioritizing roles and looking to keep all stakeholders involved happy, engaged, and invested. However, no concern that a CEO’s face holds weight the way employee engagement and mindset do. As countless research and examples have proven, employee morale, engagement, and wellbeing are foundational to the success of any business. No wonder Sir Richard Branson has famously stated “Take care of your employees, and they will take care of the business. It’s that simple!”.
There is significant research to back this. A Gallup study says managers who are directly supervised by engaged executive teams are 39% more likely to be engaged, as opposed to those with lower engaged executives.
Fortunately for executives, AMAs, a gift of the modern internet, are a uniquely effective way to engage, attract and invest in employees, one that can have a significant long-term impact on the company culture and success.
Ask me anything at the workplace
What are ‘AMAs’?
AMAs, or Ask Me Anything is open sessions where the CEO or company senior leadership make themselves available to take questions. What started as an experimental model of mass communication by a platform called Reddit, today is one of the most important tools of employee engagement within the corporate communications space.
AMAs gained sudden popularity when former President Barack Obama did an AMA on Reddit during his 2012 campaign. Today, leaders across industries, from Elon Musk to Bill Gates, to Indian upstarts like Kunal Shah & Vijay Shekhar Sharma are known for doing periodic AMAs with their employees, vendors, & customers.
What’s the anatomy of an AMA?
Let’s now do a quick dive into the structure and format of an AMA.
The most important part of an AMA is deciding who should be doing the AMA. For organizations, the CEO or other senior leadership are excellent faces for AMA as they are bound to attract attention from employees, vendors, and other stakeholders.
The next part is deciding the date, place, and reason for the AMA. A lot of these decisions depend on the values and priorities of the company. IBM in 2019 announced they would do weekly AMAs with senior leadership across all divisions, in a bid to get employees to be more informed and engaged with company decisions.
To offer more structure, AMAs can sometimes be held around specific events, like the launch of a product, an announcement of a new policy, or the occurrence of a major global pandemic! Such AMAs can then be topical and may even be focused on the stakeholders who would be directly affected by the event.
Another way to add structure to an AMA is to source questions from employees and other stakeholders in advance. One of the popular forms of doing this is to upvote questions that employees like in a public forum, say a community learning platform, or through Google forms, as use that as a basis to structure the event.
4 Ways AMAs benefits your organisation :
1. Reinforce Company values and Culture
AMAs, town halls, or even simple all-hands meetings are a great way for leaders to reinforce transparency and accountability as a practice and not a lip-service.
Leaders and organizations today are keen to highlight their Open-Door policy, by rearranging desks, and opening up floor plans to take away cubicles. They may also use a host of in-house communication platforms, channels, emails, and newsletters. However, none of those offer an open forum for face-to-face discussions, feedback, and sharing of new ideas. AMAs, therefore, is a great way to get employees involved and build ownership towards work and the organization.
When a leader willingly takes up questions from their employees, it is a sign to them that she is willing to listen to their feedback, and that their experience or opinion matters are just as much as hers. It breaks the assumption of Us vs Them that may creep into the workforce, doubles down on the messaging that everyone present is working towards a shared goal, and that success of one is the success of all.
2. Bring a more human aspect to leadership
The nature of an open AMA also ensures leaders are pushed to be candid, as opposed to spouting practiced PR statements. Through the questions asked, leaders get an opportunity to share their thoughts, opinions, inhibitions and end up building vital bonds with the workforce.
Sometimes, leaders may also find themselves taken by surprise by the questions their employees ask. Fortunately, that’s a good thing. The CEO of Shopify, famously says “Sitting in that hot seat might make you sweat, but that just means you’re doing it right.”
3. Creates a culture of asking more questions.
One of the major workplace challenges, especially in a country like India, is that asking questions is considered a sign of weakness. AMAs are a fantastic opportunity to rebrand this notion, and welcome curiosity, innovation, and experimentation to the workplace.
4. Identify problems early
AMAs are a great way to spot problems that may be simmering in the workforce and have the potential to become major obstacles to business success. It is a way for leaders to check employee sentiment on topics that may be going around in the news and can have serious implications for people’s jobs.
As companies grow bigger and more hierarchical, leaders may lose touch with employee problems across various levels. An AMA can help bring those issues to the front, get addressed promptly.
One of the big learnings in leadership is that just because you aren’t hearing anything negative, doesn’t mean it’s not out there. AMAs are also a great opportunity for bosses to ask employees what they do not like or agree with. Through anonymous questions and inputs, employees can be encouraged to share details of practices, policies, and decisions that they disagree with.
Message to Leaders: Just do it!
To all the leaders reading into this piece, if you are thinking of a way to connect with your employees or other stakeholders effectively and honestly, Go for an AMA!
Tapping into employee pulse, into their needs, interests, worries, and questions can undoubtedly enhance employee perception of the company and their value in the workplace. But the larger opportunity is in defining a culture of sharing and learning.
BHyve uses another gift of modern technology, Artificial Intelligence, to locate peers your employees can learn from within the workplace. Through an effective Peer Learning network, organizations can unlock the incredible wealth of tacit knowledge employees bring to the workplace every day, and make it accessible and useful for the workforce at large.
With BHyve, organizations can keep their employees skilled, engaged, and invested. Talk to one of our experts to know how to roll out a peer learning network at your organization.
Sometimes a few conversations are capable of changing your life. In the world of Corporate Chatter, most of them go unnoticed or ignored. Whereas, a few of them stay, and probably also change your life!
Here is the story of my life-changing corporate conversation.
It was May of 2013. It was my first month at my first job. I had been recruited as a young Management trainee in a big German Multinational Company. It was my first experience of wearing a crisp formal shirt and a nice trouser. White Shirt and Blue trouser, with matching brown belt, brown shoes and brown watch! Hair neatly combed, a curious 21 year Old Boy is just stepping up to the world of Adulthood. Ready to make a mark in the Corporate World! Delighted to be surrounded by 14 other star Management Trainees recruited from India, Sri Lanka and Bangladesh. Staying at the company guest house in the beautiful city of Kolkata, I still remember taking a photograph with a thumbs up outside the Corporate Headquarters. I still fondly remember my excitement, That feeling of growing up!
Although nervous at first, coupled with the feeling of missing my family, home and Vadapav, it was soon replaced by cheer and enthusiasm. I distinctly remember the words of our CHRO greeting us in the conference room ‘ Welcome to the family!’ I still remember the feeling was so comforting. It felt like a family. In the due course of our initial training, me and other 14 curious minds understood how a multi-billion dollar Multinational Company works. How does Sales function, what is exactly marketing, how do products move from plants to our distributors and the final consumer? How do internal administration, HR and supply chain work? We even learnt how to weld metals together! The first 3 months of the job was filled with fascination where every morning we were waking up towards learning something new. Out of all these fun-filled learning days, One evening I distinctly recall. It was an evening where one of the most senior-most executives from Singapore was visiting us. Along with Indian Managing Director and other senior executives, there was a reception held where he wanted to meet all the Management Trainees over some dinner and drinks. I was so looking forward to that evening. I recall buying a new tie just for that evening. After all, I wanted to make a stellar first impression! That evening, we were sitting across a round table, having a nice chatter about experiences so far. I was sitting next to the Managing Director of India and sipping super delicious wine and discussing our learning experiences coupled up with light humour. It was difficult to keep up with his drinking speed!
The Senior Executive from Singapore was also casually chatting with all of us after a brief address wishing us luck for our foray into the corporate world. He came to our table, and after a firm handshake, sat next to each of the trainees and had a small one on one conversation. Looking at such conversations he is having with everyone, I wondered. What would he be asking? Our goals, our ambitions, our just getting to know us better? I quickly started thinking of all the smart answers which I could answer to him. After chatting with a few other trainees, he came and sat next to me for a chat. My legs were shaking, but the wine did help to soothe my nervousness. “So Omkar from Mumbai Right? , Hope you are having a great time at our company’
Most definitely. Loving all the learning experiences, especially when we were learning about…. Omkar, wait. Before you tell me about all that, I really want you to tell me, ‘ What do you feel when you are at your best? What is that emotion?” I was like wow. I needed time to collect my thoughts. This was an unexpected question. He realised my struggle and told me to relax and take a couple of minutes to think about it. While I was thinking, he took a paper napkin from the table and wrote something while I was thinking.
“Hi Sir. I think I know what I feel when I am at my best. I feel very curious. I am in a happy state when I am curious! Interesting. I like the state of curiosity. It is a beautiful emotion indeed. Sir. How about you? What emotion do you feel when you are at your best? Omkar, I feel inspired! I feel inspired when I am at my best. And I am at my best when I am inspired! “
And he handed me that paper napkin which he had written ‘ Stay Inspired’. He patted my back and moved to the next table filled with other trainees. I kept that paper napkin and started thinking, about how to stay inspired and inspire others around me! It has been over 7 years since I have had that conversation with him. It was also the only time I had an opportunity to meet him. I changed jobs, professions, but that 5-minute conversation has had an everlasting impact on me. With my current Startup, where we are building Peer Learning, I constantly ask myself a question. How do you want your users to feel when they use our network? And all routes lead to a singular goal of making our users, our clients feel inspired. Inspired to share knowledge, inspired to learn new skills, inspired to help their colleagues. In fact, in retrospective, that one conversation with him 7 years ago might have just been the first real micro peer learning experience I have experienced. In a casual environment, in a non-structured manner. And that one small dialogue stayed with me, and ‘inspired’ me to start my own Startup. At BHyve, we understand the philosophy of motivating and inspiring employees. Forbes jots down brilliantly about 10 ways to inspire employeesand everything circles around giving them a purpose. Driving and guiding them towards a higher purpose, than that just steering them towards making more profits. Funnily enough, I think Micheal Scott from The Office wittingly said, ‘We don’t sell Paper, we sell a blank canvas for people to ideate!’ From a young management trainee to an HR Tech Entrepreneur, one thought which always stays with me is to stay inspired!
Project Oxygen was launched by Google, to get a better understanding of the attributes of highly effective managers. Google identified eight habits of its best bosses. One of them was a growth mindset.
Help your employees have a growth mindset
Every employee has a mental framework that guides how they feel, think and behave. They also have a particular implicit assumption about their own abilities. This assumption about their own abilities is termed as a “mindset”. An employee’s belief that their abilities can be cultivated and are malleable if efforts are invested can be characterized as an employee having a growth mindset. Carol Dweck identified two types of mindsets,
Employees having a growth mindset believe that their brain and talent are just the starting points and with the help of practice and persistence, they can enhance their skills and intelligence. On the contrary, employees with a fixed mindset believe that their abilities are static and can hardly be altered.
Let’s consider a situation: A manager is providing constructive feedback to his employee. If the employee has a fixed mindset, he will perceive this feedback as a situation where his inefficiency is being exposed. However, an employee with a growth mindset would perceive this feedback as an opportunity to evolve and embrace growth. The setback is not a dead end, it’s a starting point demanding a need for reflection and employing better strategies.
Mindsets are weakly correlated with personality which explains that they emerge independently. However, every employee has a mixture of both the mindsets. A research conducted by Brunette in 2013 revealed that individuals typically hold either a fixed or a growth mindset about their competencies in a particular area. Example: An employee can have a growth mindset about their ability to manage data yet have a fixed mindset about their ability to work with difficult customers. Various aspects can still a growth mindset:
Role of Organizational Culture
Mindsets can be planted and fostered. The environment or the culture that the employees work in, influences the endorsement of either a fixed or a growth mindset. Murphy and Dweck in a research conducted in 2010, explained that in a “culture of genius”, managers and employees believe that talent and intelligence are fixed attributes which drive the performance. They will always have the smartest guy in the room and anyone who disagrees with this view is dismissed as someone who is not “bright enough to get it.”
On the contrary, in a “culture of learning” rather than recruiting a skilled workforce, organizations invest in the learning of the employees. Talent and intelligence are built.
Employees are likely to hold a fixed mindset if their managers give them feedback which focuses on “who they are” and not on “what they did.” Statements such as “You are brilliant when it comes to delivering deadlines” implies the possession of an underlying ability due to which the expected performance was delivered. The employee has been labelled as “brilliant” by the manager and he tries to live up to it. However, labelling will result in shunning challenging situations where the employee’s ability to be brilliant or gifted is jeopardized.
A manager promotes a growth mindset when he praises the employee based on the effort and initiative that he has invested. Employees are more likely to invest in knowledge and skill in the face of a challenging situation. Challenge is perceived as an opportunity for developing their deficiencies. Thus, a growth mindset encourages the enthusiasm for development in an employee.
View about investing efforts
Employees with a fixed mindset believe that expending greater amounts of efforts to learn or perform well indicates a lack of talent to succeed. They are focused on validating their ability rather than developing it. Employees with a growth mindset reason their underperformance due to lack of efforts invested rather than helplessness. They dedicate themselves to a task with the power of effort. Thus, they hold positive beliefs about investing efforts which facilitate employee engagement.
Open-minded V/S Close-minded.
Employees with a fixed mindset are more likely to focus on stereotype-consistent information which results in close-mindedness. On the other hand, employees with a growth mindset are more open towards information, this open-mindedness helps them to transcend stereotype-consistent information.
A study conducted by Mangels et.al in 2006 demonstrated how growth mindsets facilitate alertness to new useful information. This open-minded adaptability proves to be an asset in various work roles involving customer service, health care etc. Especially on a managerial level, they have to be alert in recognizing and then responding constructively to unexpected developments.
Interacting and dealing with co-workers is an important part of almost all job roles. In order to yield meaningful interaction, it is essential to adopt a helpful, respectful and an open attitude. Mindsets determine whether these interactions turn out to be meaningful or make the other person feel judged, disconnected and frustrated.
An employee with a growth mindset will employ a consultative and a non-judgemental approach to discover a win-win alternative to a problem situation. Evidently, an employee with a fixed mindset in a problem situation will blame others, invest energy in seeking revenge all of which results in self-defeating behaviour.
In conclusion, a growth mindset is not the only way to enable employee engagement. Example: When an employee is facing high work-role demands and experiences lack of organizational support, growth mindset may not lead to high engagement.
However a growth mindset will play a major role in how the employee perceives this situation, this, in turn, will guide his thoughts, feelings and behaviour which will impact employee engagement. If a manager is not carrying out his responsibility the employee would react with negative thoughts, decreasing their commitment. Employees with a growth mindset can educate the managers by fostering the desired support which will lead to a manager-employee exchange that produces engagement.
Organizations have employees who themselves are great sources to learn, at BHyve we help the employees learn from each other by enabling a growth mindset. To know more, contact: www.BHyve.io
Sharing Sales Best practices can boost the morale of your Sales Team.
‘Congratulations! Now tell us, How did you Close that Sale?’
Our Answer: Peer Learning!
Consider an instance: There is a huge plate of food with multiple dishes (mind you all dishes are something you had wanted to try or already your favourite). Now I tell you to eat all of them in one day. Despite being motivated to savour all of them, there will come a point in the day where you would develop, though momentarily yet an aversive attitude towards the dishes which were something that you desired once upon a time.
So is the situation with training. Consider an all-day sales training program. Let us all be optimistic and think that all the sales employees are hungry to learn and have come empty stomach to savour every piece of learning offered to them. There will come a point when they will experience information overload which will affect their motivation (here hunger) for learning.
Back to the Huge plate of food, if instead of eating EVERYTHING in a day I told you to eat the dishes as and when you like, one day at a time. Exactly! You would be able to savour the taste of each dish and the taste will stay in your mind for a longer time! Similarly, when the sales employee is taught daily, his hunger for learning remains active.
Naturally, a question arises how do we serve the sales employee day to day food to keep the hunger active? The answer is Peer Learning. Just as the huge plate of food was broken down into small portions of food. Peer learning breaks down the learning for an employee into bite-sized portions.
A training program offers an employee with a lot of learning in one day but peer learning enables the employee to learn daily from their team members throughout their tenure.
Peer Learning helps breakdown lengthy Sales Training Modules into Fun, Bite-Sized and Anecdotal Learning Experiences
Sales Managers to Coaches :
As every manager, the role of the sales manager involves coaching their subordinates. However, it is important to know that apart from coaching, the sales manager has to adhere to other responsibilities such as customer interaction, administrative activities, managing sellers etc. This makes it evident that the manager is likely to struggle in coaching his subordinates on a one-on-one basis. In such a scenario employing peer learning at an organization helps in easing the load from the managers’ shoulder.
Instance: Instead of approaching the manager regarding an issue, asking a peer for their advice proves to be more effective, both, for the sales manager as well as the sales employee.
Breeding A Culture of Positivity
Ultimately you are a mixture of all the people you meet. Therefore, it becomes essential to be surrounded by a good company. Especially in a sales organization, where there is cut-throat competition. Imagine being surrounded by peers who are very lethargic and not driven by the work they do. Despite having the required skills, to a certain extent, your intrinsic motivation will be influenced by working in such an environment and within no time you will see yourself underperforming.
On the contrary, when surrounded by peers who are capable and driven by their work you put an extra effort to perform. In a sense that performance of your peers becomes a motivating factor for you. Observing and Modelling the behaviour of these top performers can help an under or a middle performer. In Fact, it also helps the other top performers to maintain and increase their potential.
SkillSharing Between Boomers and Millennials
One of the biggest advantages of peer learning in the sales department is the expertise of most experienced sales personnel in the organization. It would take these new sales employee years to learn a particular tactic that comes with experience. In such a scenario, the SME can share their insight, saving the young sales employee years of time. It’s a two-way street, meaning that enabling collaboration across generations will help the SME to learn new technology and tactics as the times and customer focus changes. This collaboration opens gates for fostering a learning culture among the organization. When SMEs and Young salespeople become peers, experience and fresh ideas, giving an organization a competitive edge.
Meaningful Water Cooler Conversations :
Those 2 mins conversations near the water cooler can be a great source of learning and bonding among the employees. There is a lot of diversity in the sales team. Diversity especially with respect to the customers they handle. Thus, each diverse customer provides a challenge to the sales employee. Such type of diversity can prove to be very challenging and stressful, ultimately leading to burn out. Having a peer who has been in a similar situation on the job, can be very helpful in combating diverse customers.
If there is a persistent problem faced by all members, brainstorming collectively, voicing their opinions and ideas can help the team reach the solution effectively and faster. Not only does the team find a solution but also feels psychologically safe. A sense of psychological well being is promoted with the feeling of safety. The employee doesn’t experience the same amount of stress as before and uses the resource to find an effective strategy. They feel recognized and the camaraderie is strengthened.
Peer Learning enables all these factors and makes it possible for the sales representatives to learn and grow in their career. At BHyve, we constantly strive to help you organization flourish by helping you materialize the benefits of Peer learning in a gamified fashion. To know more about us, contact us at www.bhyve.io