30 10 2005

i’m in orlando at elliott masie’s learning2005.  thus far it’s living up to the promise of being a very different learning conference.  with the small exception of the odyssey of  trying to get from the airport to my disney resort hotel, it’s been a comfortable and interesting experience.  a couple hours from the official opening of the conference, i’ve had several educational conversations, dialogued on an interest section white board, and interacted through the conference wiki.

even before i got here, i had arranged two meetings about possible employment situations and interacted with a dozen fellow attendees through the conference social networking site.

nobody who know me believes this, but it takes me a long time to warm up to events like conferences that are filled with strangers.  at it’s most extreme, i’d even miss the first few sessions and avoid the crowds.   i have to say, the social network, the wiki and the general atmosphere that elliott and the folks from the maisie center have created have me engaged and raring to go already.

bravo! (and thank you!)

why ask why: thinking about evaluation

22 10 2005

harold jarche’s comment on my post regarding high performance technology  got me thinking about evaluation and how valuable is the evaluation we do.  harold commented that while he didn’t find much to gain out of cpt (certified performance technician), he did feel the requirements were a great preparation for actually being a performance consultant.

but why have a certification if it has no meaning in the market.  why handout questionnaires at the end of a training course, if the results aren’t going to be recorded, tracked and reacted to?

i remember raising more than a few eyebrows at webct when we were developing the certified trainer program there.  i was asking customers questions like, can you imagine including webct certification in an ad for a position you’re filling?  and   all else being equal would you hire someone who had webct certification over someone who didn’t?  but why should i waste the significant resources we were going to

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creative people of the world unite

20 10 2005

i’ve been doing some work on my personal brand recently and, not surprising, one of the traits listed as a strength for me is creativity.  in the narrative on this strength i’m advised that:

the solutions, ideas, and initiatives that you offer will often be seen by others as unusual, unique, and unexpected. this will probably cause others to frame you as a creative person useful in addressing issues that do not have standard solutions.

it’s crazy, but even their description of this "strength" seems to beg off at the end almost apologizing for saying "you do understand this means you’re going to be seen as one of "those" – a creative person.  well, you do have your health."  bah!  stop the apologies.  ‘…addressing issues that do not have standard solutions?"  if that’s the limit of the domain i have to work in for the rest of my career, i’ll be one busy man.  because more and more of business is requiring non-standard solutions. 

so my fellow creatives out there, grab your copy of florida’s rise of the creative class, keep focused on those issues that do not have standard solutions, and I’ll meet you in the board room, soon.

how team leaders show support

8 10 2005

in my regular ramblings around the web i ran into this interesting interview, how team leaders show support – or not with teresa ambile at harvard business school working knowledge.  ambile is an expert on leadership and creativity.  in the interview she outlines 4 types of behavior project team leaders use to to positively effect team members performance and 3 types team leaders use that negatively effect team member performance.

Employees’ perceptions of team leader support were more positive when the leader engaged in four types of effective behavior: 

  • monitoring the work effectively
  • giving timely feedback
  • reacting to problems in the work with understanding and help
  • providing socio-emotional support
  • showing support for a team member’s actions or decisions
  • helping alleviate stressful situations for subordinates
  • socializing
  • keeping team members informed about stressful situations
  • addressing subordinates’ negative feelings
  • disclosing personal information
  • recognizing good work privately and publicly
  • consulting subordinates about the work
  • asking for team members’ ideas and opinions
  • acting on subordinates’ ideas or wishes

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