Minds at Work , livre ebook

Association for Talent Development - David Grebow , Stephen J. Gill

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101 pages

English

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The only sustainable advantage in our hypercompetitive marketplace is the ability to learn and adapt faster than everyone else. Companies that cling to management practices of a bygone era continue to fade away. They desperately need managers who empower people to seek out learning at a moment’s notice.

Minds at Work can help you be that manager. This book captures the role managers play in the knowledge economy—where uninhibited, on-demand learning inspires employees to achieve higher levels of performance. Authors David Grebow and Stephen J. Gill describe how managers can move from a traditional “command and control” position to become advocates of communication and collaboration. They share what happens when managers help their direct reports grow as people and use technology to pull the learning they need when they need it.

Minds at Work illustrates this shift to a learning community with success stories from forward-looking companies. With this better way to manage, these companies have unearthed those “aha!” moments as the dots connect after continuous problem solving, trial and error, and innovation. Each has redefined norms, made knowledge sharing flat, and created a workplace culture built to last.

Use this book to embrace learning anytime, anywhere. Nurture the minds at work, and you’ll win the hearts of your organization.

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Computers

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Publié par	Association for Talent Development
Date de parution	01 décembre 2017
Nombre de lectures	0
EAN13	9781562868260
Langue	English

Informations légales : prix de location à la page 0,0998€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

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MORE PRAISE FOR MINDS AT WORK
“ Minds at Work makes a masterful modern case to put people at the center of every organization’s value chain. Beautifully written. Thoroughly researched. Refreshing to read.”
—Marcia Conner
Changemaker, Impactrepeneur, and Co-Author of The New Social Learning
“ Minds at Work is a definitive blueprint for anyone striving to unlock the competitive advantage of their employees in the new knowledge economy.”
—Wayne McCulloch
Chief Customer Officer, Kony
“What is the impact of learning in our age of autonomous productivity? Minds at Work provides a compelling look at what managers must do to engage the creativity of their employees in way that delivers sustainable results. Authors David Grebow and Stephen Gill offer research-backed solutions that anyone who manages—as well as those who want to manage—will want to implement. Read it now because the future is not waiting.”
—John Baldoni
Inc. Top 50 Leadership Expert Executive Coach
Author, MOXIE
“ Minds at Works reminds us of the most fundamental need to build an adaptive organization, an entire company built around the flexible mindset. As is often said, ‘It is not the strongest that survive, but those most adaptive to change.’ If this book is sitting on your desk, open it, read it, and take the lessons it offers to heart!”
—Rich Sheridan
CEO and Chief Storyteller, Menlo Innovations
Author, Joy, Inc .
“In Minds at Work , Stephen J. Gill and David Grebow set forth a guide to help organizations move from managing hands (repetitive tasks to be optimized) to managing minds that learn and grow dynamically. The leaders’ role in this new workplace is to support multiple modes of data-driven push and pull learning. Stephen and David outline a new learning organization, one that is open and transparent, full of communication and collaboration, and developing a sense of autonomy, stretch, and purpose with—not for—employees.”
—Megan Torrance
Founder and Chief Energy Officer, TorranceLearning

© 2018 ASTD DBA the Association for Talent Development (ATD) All rights reserved. Printed in the United States of America.
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ATD Press is an internationally renowned source of insightful and practical information on talent development, workplace learning, and professional development.
ATD Press 1640 King Street Alexandria, VA 22314 USA
Ordering information: Books published by ATD Press can be purchased by visiting ATD’s website at www.td.org/books or by calling 800.628.2783 or 703.683.8100.
Library of Congress Control Number: 2017944375
ISBN-10: 1-56286-683-4 ISBN-13: 978-1-56286-683-9 e-ISBN: 978-1-56286-826-0
ATD Press Editorial Staff Director: Kristine Luecker Manager: Melissa Jones Community of Practice Manager, Management: Ryan Changcoco Developmental Editor: Jack Harlow Senior Associate Editor: Caroline Coppel Cover Design: Jeff Miller, Faceout Studio Text Design: Anthony Julien and Iris Sanchez Printed by Versa Press, East Peoria, IL
To our wives, Susan Leigh Fry and Nanette Gill , whose love, patience, and support helped us write this book .
CONTENTS
Introduction
1    Why Management Needs to Change
2    The Benefits of Managing Minds
3    Communicating and Collaborating
4    Pushing and Pulling
5    Continuous Learning
6    Policies and Workspaces
7    Making the Shift
8    Workplaces of Tomorrow
Afterword: The Pain and Hope of the Great Dislocation
Appendix 1: Managing Minds DNA Assessment
Appendix 2: Organization Learning Maturity Scale
Notes
Acknowledgments
About the Authors
Index
INTRODUCTION
We began the research for this book by looking for examples of companies that said they were learning cultures, where learning was continuous and supported in every aspect of organizational life. We never found one. We found some examples of learning cultures within companies, in various departments and units, but never consistently across the whole enterprise. We eventually realized why. A company can tell the world it has a learning culture, provide lots of learning opportunities, and supply educational technology for everyone. But if management support for learning is not apparent and constantly on display by managers every day, the original culture that supported and rewarded “not learning” will hold sway over any attempt to be a culture focused on learning.
Many CEOs do not support learning, and they are not willing to invest in the development of their employees. They seem to hope that new technology will solve their problems and they won’t have to deal with people. A global study from Korn Ferry in 2016 succinctly states the problem: Of the 800 top business executives surveyed, 67 percent believed that technology will drive greater value than human capital (and 64 percent believed people are a cost, not a driver of value). 1 While human capital versus technology may be in debate, some executives still continue to focus on the technology side of the business at the expense of developing people.
We realized that a culture focused on learning needs leaders and managers focused on learning. So we started to look at the critical relationship between managers and learning. Managers are expected to direct people’s daily work and performance. They are not usually expected to develop employees. That’s when we found ourselves exploring new, uncharted territory, in which we discovered four big surprises.
The first was realizing that there are two types of companies, and that they have very different ways of managing how their employees work and learn. We call the first a “managing hands” company, which existed during the two Industrial Revolutions, when we made things and managed hands. We call the second a “managing minds” company, developed for the new knowledge economy corporation, in which we produce work using our minds and therefore need to manage those minds.
The managing hands company was created to meet the needs of the industrial economy. These 19th- and 20th-century companies focused on what people could produce using their hands. Work changed slowly; people needed to show up to do their jobs, and the skills they learned were relatively simple and physical. Some workers, over time, could become experts in a task or procedure and were recognized as such. Management systems—and MBA programs—were developed and used to manage all those hands, using sophisticated financial tools. Training programs that were echoes of schoolrooms were developed to show employees how to make things with their hands, using tools and operating machines.
The second type of company we looked at was a result of the 21st-century knowledge economy. These companies were trying to meet the needs of the knowledge economy and focused on what people produced with their minds. The work people did changed almost every day, as globalization forced their companies to innovate faster and faster. People were suddenly able to work anywhere and anytime, and they demanded more from their employers and the workplace. The old idea of one person being the expert had disappeared. The skills needed to perform 21st-century knowledge economy jobs were not only increasingly complex, but continuously changing. Training that had been pushed at people was being quickly supplemented by learning that was pulled when and where it was needed. Companies were forced to find innovative ways to manage the minds doing the work.
The hallmark of these managing minds companies is the way they manage learning. Without trying to self-consciously be a learning culture, they simply make learning a top priority by supporting it loudly and convincingly at all levels of management, and by providing the technology needed for people to communicate, collaborate, and learn together. Yet these companies are not widely recognized or studied for managing minds, even though they are often seen as business or industry leaders.
That led us to the next surprise. Too many of the managing hands companies we looked at were an endangered species, stuck in a 20th-century time warp. Even the MBA programs that many managers learned from were outdated. There is no way to become the smartest company on the block if you continue managing hands in a world that demands managing minds. You can’t solve 21st-century problems using 20th-century solutions.
Managing hands companies find themselves trying to survive in an increasingly hypercompetitive, fast-paced, and interconnected marketplace, where the only sustainable competitive advantage is the ability to learn and move faster than the competition. Corporate Darwinism proves that a company must evolve to meet the demands of new and different environments or else perish. There are more than enough examples of extinct companies that did not—or could not—change quickly enough from managing hands to managing minds to prove this point.
The third surprise arrived when we started connecting the dots representing the companies that are managing minds. We saw examples of this new type of company all over the world, from Mexico to Brazil, the Netherlands to the United Kingdom, and everywhere in the United States. These companies all shared identifiable characteristics and measurable results. They are in every industry from manufacturing to mobile communications, construction to computer processing. They range across a continuum from hardly changing traditional to slo