How can you facilitate team learning during change?

Rule #1 - When leading through change, especially as companies adapt new AI technology, it is important to communicate the 'why,' not only the 'what.' This becomes crucial in easing concerns that come with assumptions of 'AI' or new technology being a tool to replace human effort. Leaders must educate themselves to speak to these concerns, and thoughtfully planning how this message is conveyed can help get change off on the right foot and build team trust over time. The spotlight is on you to carry out your commitments and maintain communication all the way through. When a team hears and understands the plan, along with their individual contributions, the company can introduce solutions, creating a united front.

Define the mission, share a larger goal, set the stage for supportive learning environment. Be readily available to answer any questions and remove obstacles.

Regardless of the series of events, make sure everyone on your team always understands that they have a support system that they can rely on. This means that it'll have to be shown through actions as well as words. Maybe have some fun team building activities and/or dinners every once in a while. By doing things outside of typical work, it shows a sense of humanity and friendship that should be present amongst a team (especially during a period of change). Lastly, make sure you understand that you also have a support system in your team. Afterall it's a two way street, if you aren't able to trust them then how do you expect them to trust you?

As a leader, always be available. Build in routines to remind them of the big goal. Break up challenges and problems into small, bite-size pieces and take your time to solve each one, one issue at a time. Incorporate focus hours to let the team self-learn and reflect. Book regular team check - in and community sessions to just see how everyone is.

Numerous groups that I have spoken with are wanting change that is positive and beneficial. Many have commented that even the Associations they belong too and conferences they attend are not providing what they need. Here are just some of the FEEDBACK. 1. Want a LEADERSHIP TEAM that values them and their contributions. They are no satisfied with the good old boy system, they want to see opportunities. 2. Want different aspects of training in various areas: a. Leadership & Management b. Team Building c. Speaking, Presentation Development, Proposal Development d. LinkedIn - how to setup and professional page and branding c. Protocol & Etiquette (Business Topics) d. Travel Security & Country Briefs e. Business Development Lastly develop TEAM

Having been in the military I find after action reviews effective. In the civilian community they can be used after a sale or loss of a sale or after a project to determine what went well and what could have gone better. If you do these often on an individual and team basis you get continuous growth and improvement.

I am not a big fan of performance reviews, and my reason are numerous, but here are a few. a. I have seen individuals receive top level reviews for years (Providing Superior work and accomplishments) and even the President's award and two weeks later were laid off. b. When everyone is receiving TOP reviews then who gets the cut. c, Review is necessary when performance is not up to the required standard but should be done often to provide the individual time to correct. d. I like more of the 360 reviews, so you have antonym from the individuals that provided the information. Reviews should be from all levels, individuals below you, equal to you, leadership and if possible, from outside the company. Supervisor compiles and reviews with you

To create a feedback culture is mandatory to encourage team members to provide feedback to each other in a respectful manner, promoting continuous improvement. I strongly recommend handing out tools and fostering the practice of coordinated spaces to push the adherence of feedback as an element of the culture. Also it's important to host regular knowledge-sharing sessions where team members can present on topics they're knowledgeable about.

"Plus/Delta" technique. After significant milestones, we gather as a team and collectively identify "pluses" (positive aspects) and "deltas" (areas needing improvement). This balanced approach ensures that we celebrate achievements while addressing challenges. It also fosters a culture of shared responsibility for growth and learning While traditional feedback models are valuable, they might not resonate with every team member. Some individuals thrive when they have ownership over their learning journey. Encouraging self-assessment and self-directed reflection can empower team members to proactively seek out areas for growth, creating a more personalized and intrinsic learning experience.

During a company-wide transformation, we initiated a "Learning Exchange Program." Team members from different departments spent short periods shadowing colleagues in areas unrelated to their expertise. This cross-functional exposure not only expanded their knowledge base but also sparked creative problem-solving through the application of diverse perspectives.

Look for the right education and certifications for your industry or skill set. This may require some research on you part and formulating a THESIS to provide to management on the value for them to provide the funding for you to obtain. Do research on your industry and see what the certification provides in a bonus, pay raise, or advancement. Remember you can always say I will get to that later, but even later you are still making the statement I will get to it later. Start TODAY and do not look back.

Introducing a "Monthly Learning Champion" award has been a great way to acknowledge individual commitment to learning. This award recognizes the team member who has shown exceptional dedication, shared insights, and contributed to the team's knowledge growth. It not only boosts morale but also sets a positive example for others to follow.

Implementing Mentorship Programs where experienced team members guide and support newer members. This creates a sense of community and helps transfer knowledge more effectively. Also, it promotes an "open-door environment", where team members feel comfortable approaching managers or colleagues with questions or ideas. This transparency fosters a supportive atmosphere.

In a fast-paced development environment, we introduced "Lunch and Learn" sessions. Team members took turns to present short, informative talks during lunch breaks. This fostered a culture of continuous learning without adding extra time commitments. It also created a low-pressure environment where everyone, regardless of their role, could contribute and learn.