How can you effectively transfer learning to your work context?

Executive coaching really places a strong emphasis on self-awareness and self-reflection. When executives take these newfound insights and bring them into the workplace, it can lead to better relationships with colleagues, an improved grasp of emotional intelligence, and an overall boost in their leadership skills. What's pretty cool is that when these leaders manage to apply what they've learned from coaching in their daily roles, it's like a ripple effect throughout the organization. It sets a great example, showing that learning and personal growth are valued, which encourages everyone to embrace a culture of ongoing learning, development, and getting better at what they do.

Leading by example is a way to transfer learning. Bosses and Directors often get criticized for placing rules on their own staff ... and then breaking the rules themselves. This form of leadership does not offer guidance and is toxic to a workplace, where staff no longer know who to turn to.

Um ponto que acho fundamental é o engajamento com a atividade de aprendizagem. Muitas vezes precisamos dela, mas queremos fazer tudo ao mesmo tempo e n?o nos concentramos e n?o estamos presentes nesse momento. E, lembrar que o processo de aprender vai além do encontro. A partir de reflex?es que conectar?o o conhecimento com nossos objetivos e nosso dia a dia.

Feedback helps individuals make improvements and adjustments. Create a supportive environment where colleagues can share their learning and hold each other accountable for applying it. When it comes to performance reviews and feedback sessions, they're not just about ticking boxes. It's about having conversations that dive into how you're applying your learning at work. These discussions are essential to keeping you aligned with your goals and the broader mission of the organization.

We are all undoubtedly creatures of habit. One of the biggest barriers to the transfer of learning is that we often need to make changes. And let's face it, change can be hard. How, then do you get around the barriers? - Remember your WHY: What is the compelling reason you want and need to implement our learning? When you anchor a change in something bigger than yourself, you will most likely achieve it. - Start small and build momentum: If you feel you must get it all done at once, it's likely you'll fall into the procrastination trap. The way around it is to ask yourself, what's the smallest step I can take today to help me transfer my learning? - Take action: if all you do is imagine but never implement, no learning transfer happens.

Uma boa estratégia para superar essas barreiras é montar um grupo de colabora??o identificando pessoas com o mesmo objetivo para que possam se apoiar! Neste grupo é importante que as pessoas se sintam apoiadas verdadeiramente e que quando um esteja desviando o foco o outro sinalize! é imprescindível confian?a e respeito! Por exemplo, se você quer ler mais e n?o consegue criar esse hábito ou n?o tem tempo, por que n?o se comprometer com as pessoas do grupo em ler para elas?

The only real way to overcome a barrier is to do some honest reflection on how it developed in the first place. For most of us this barrier developed without our involvement and is infact out of our hands. However, if there is a plan to overcome it and to never let it interfere again then a full study must be done. Only then can we achieve to break the barrier down and claim what is beyond it. Awareness drives knowledge. Knowledge builds power.

As preferências e interesses de aprendizagem de cada pessoa s?o diferentes. Engajar as pessoas para aprender algo novo pressup?e conhecê-los, envolvê-los na constru??o da estratégia de implementa??o além de deixar claro os ganhos e benefícios para a organiza??o e para cada membro da equipe!

Uma boa estratégia para superar essas barreiras é montar um grupo de colabora??o identificando pessoas com o mesmo objetivo para que possam se apoiar! Neste grupo é importante que as pessoas se sintam apoiadas verdadeiramente e que quando um esteja desviando o foco o outro sinalize! é imprescindível confian?a e respeito! Por exemplo, se você quer ler mais e n?o consegue criar esse hábito ou n?o tem tempo, por que n?o se comprometer com as pessoas do grupo em ler para elas?