| We're living in incredibly turbulent
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| | service and value added products and
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| times.The well spring of this uncertainty
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| | services. In this new economy, those who
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| lies in one of the characteristics of the
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| | survive and prosper will be those who
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| newly-arrived Information Age. Business
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| | know how to learn, and who do so faster
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| people are being buffeted by an
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| | and more systematically than their
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| increasingly rapid rate of change.
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| | competitors.And those organizations that
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| Consider this. In 1900, the total amount
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| | become learning organizations will be
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| of knowledge available to mankind was
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| | those who fill themselves with people who
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| doubling about every 500 years. In 1990,
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| | regularly engage in self-directed
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| it was doubling about every two
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| | learning.How, then, do you instill this
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| years.Imagine the implications of that
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| | "self-directed learning" in your
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| kind of increase in the rate of change!
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| | organization?Here are three tactics to
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| It means new products, new regulations,
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| | begin the process.1. Wipe the Slate
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| new market configurations, new customers,
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| | Clean.Imagine that you have written the
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| and new technology in almost every
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| | history of your company or your career on
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| industry. It's no wonder that we're
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| | a blackboard. You have every decision,
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| confused and uncertain about what to
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| | every strategy, every success and every
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| do.And the growth of that knowledge
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| | failure noted in detail. The sum of this
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| continues at an expanding rate. One
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| | experience provides the rationale for why
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| futurist predicts that today's high
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| | and how you do everything that you now
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| school students will have to absorb more
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| | do.Now, take a wet towel, and wipe the
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| information in their senior year alone
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| | board clean. Erase the past. As you do
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| than their grandparents did in their
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| | so, you eliminate the unspoken acceptance
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| entire lifetime. And Nesbitt is on record
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| | of the way things are, and replace it
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| as predicting that in the year 2020, the
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| | with the new understanding that things
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| rate of knowledge will double every 35
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| | may not be the way they should be. Just
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| days!That incredibly rapid pace of new
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| | because something is, doesn't mean it
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| knowledge is driving the forces of change
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| | should be. The reason you started doing
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| at an unprecedented rate. And that rate
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| | something may no longer exist. Remember,
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| of change is continuing to accelerate.
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| | with a world turning over more or less
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| The effect of that snowballing rate of
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| | completely every two to three years, any
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| change on our businesses and our jobs can
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| | decision or procedure which had its roots
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| be cataclysmic. It's almost as if a
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| | in a situation that three or more years
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| malevolent spirit were stalking our
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| | old may not be justified today.This
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| economy, rendering all the wisdom of the
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| | little exercise provides a mental image
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| past useless, and casting a spell of
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| | for a change in thinking that needs to
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| confusion and uncertainty over the
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| | take place if you're going to become a
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| land.The indications are that this rapid
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| | learning organization. You must begin to
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| state of change will not be a temporary
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| | think about things that you do, not on
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| phenomena we all must live through.
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| | the basis of the past (three or more
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| Rather, it will be the permanent
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| | years ago), but rather on the basis of
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| condition we must accept for the
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| | the present and the future.It's a way of
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| foreseeable future. Rapid change is not a
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| | eliminating one of the biggest barriers
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| phase we're passing through, it's a
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| | to learning and changing. That barrier is
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| process we're entering into.That means it
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| | the mental obstacles that we put in our
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| is likely that the conclusions, paradigms
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| | own way. Here's an example. One of my
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| and core beliefs upon which we based our
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| | clients was frustrated with his
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| decisions just two or three years ago are
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| | continuing inability to motivate his
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| likely to be obsolete today. Even more
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| | sales force. He spent much of his mental
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| sobering, the conclusions and strategies
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| | energy and financial resources attempting
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| which we develop today will be obsolete
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| | to get his force of largely independent
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| in a couple of years. We can count on
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| | agents to spend more time with his
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| this continuing obsolescence of our best
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| | product. Yet he never thought about going
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| ideas and strategies to be the constant
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| | to market in ways other than through his
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| state of affairs.One of my clients
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| | traditional methods. When we broke down
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| recently told his employees, "The only
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| | that barrier of relying on the past and
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| thing you can count on is that you won't
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| | wiped the slate clean, we discovered a
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| be doing this job in three years." His
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| | marketing method which holds tremendous
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| point was that the job will change in
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| | potential for his business. However, it
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| that period of time to such a degree that
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| | took a change in thinking, a thought
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| it'll be a different job. The technology
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| | process that wasn't tied to his past in
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| used will likely change, as will the
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| | order to look at the situation on the
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| customers, the systems and the focus of
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| | basis of the present and the future
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| the job.The insightful person will accept
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| | rather than the past.That principle can
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| that rapid change is now a defining
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| | be applied in every area of your
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| characteristic of our economy, and plan
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| | business, from something so fundamental
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| to deal with it effectively on an
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| | and important as your method of reaching
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| on-going basis. Instead of thinking we
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| | your customers, to something as mundane
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| should just persevere until it's behind
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| | as the way you answer the phone, or fill
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| us, we should prepare for rapid change to
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| | out a receiving document.2. Give
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| be a way of life.What's the best way to
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| | Learning a Strategic Emphasis.Build in
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| go forward in the light of this rapid
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| | the need to become a learning
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| change? What mind sets can we adopt that
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| | organization in the most fundamental
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| will equip us to survive and prosper in
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| | building blocks of your business.Write it
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| turbulent times? What skills do we need
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| | into your mission statement. Get the
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| to survive and prosper in the information
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| | board to pass a resolution advocating it.
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| age?I believe there is one core skill
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| | Display your commitment to it
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| which will define the most successful
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| | predominantly in your personnel
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| individuals. It's the ability and
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| | manual.Talk about it at your employee
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| propensity to engage in self-directed
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| | meetings. Make it an agenda item in your
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| learning. The only sustainable effective
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| | executive meetings. Articulate it as an
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| response to a rapidly changing world is
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| | initiative in your strategic planning
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| cultivating the ability to positively
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| | sessions. And, begin to model learning
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| transform ourselves and our
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| | behavior yourself.3. Make self-directed
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| organizations. And that's the definition
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| | learning a part of everyone's job
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| of self-directed learning.In the face of
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| | description.Begin to create learning
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| a world that is different one week to the
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| | expectations for yourself and all your
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| next, our most powerful positive response
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| | employees. Talk about their need to learn
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| is to cultivate the ability to learn. By
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| | and grow. Include it as an item on every
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| "learning," I don't mean just the
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| | job description.Then encourage, develop
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| acquisition of new information, although
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| | and support learning opportunities
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| that is a necessary prerequisite. Rather,
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| | throughout your organization. Here's some
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| I mean the kind of "learning" that
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| | things other organizations have done:
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| requires one to change behavior on the
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| | ONE: Require every employee to attend
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| basis of an ever changing understanding
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| | a certain number of outside seminars per
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| of the world. Learning without behavior
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| | year.TWO: Create "Learning Groups"
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| change is impotent.The individuals who
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| | within your company. These are temporary
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| become disciplined, systematic
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| | groups of people who come together for a
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| self-directed learners will be the
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| | short period of time to learn from and
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| success stories of the information age.
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| | with one another. One of my clients, for
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| Likewise, those organizations that become
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| | example, has a weekly manager's lunch
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| learning organizations will have the best
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| | where everyone brown bags lunch and
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| chance of surviving and prospering.Read
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| | discusses one chapter of Steven Covey's
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| what other have said about it:"...the key
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| | book, Seven Habits of Highly Successful
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| thing as we go forward is the ability to
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| | People. The principle of short term,
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| learn. You can not arrest the pace of
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| | small group meetings conducted around the
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| development in the marketplace, in the
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| | free-flowing discussion of some body of
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| world, socially and technologically. It
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| | content, can be used throughout your
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| is coming at an increasing rate. You've
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| | organization. We organize and train sales
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| got to be able to learn and adapt..."
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| | people and sales mangers to enter into
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| Beale.
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| | this process, for example. People on the
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| Because of the forces surging through
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| | shop floor, service technicians, customer
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| our economy, it's safe to say that
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| | service reps, etc. can all enter into
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| tomorrow will be significantly different
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| | short term learning groups. Since they
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| from today. It will be more complex and
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| | are temporary, the configuration of the
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| somehow significantly changed. And that
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| | groups constantly change, thus exposing
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| will be true of all the tomorrows in the
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| | everyone to diverse perspectives. The
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| foreseeable future.The most skilled
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| | groups can be homogeneous (people from
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| employees, therefore, will be the ones
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| | the same department or job title) or
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| who can continually access the changing
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| | heterogeneous (people from different
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| facts and growing complexity of their
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| | departments and job titles). The
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| jobs, and then change
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| | important thing is that your employees
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| appropriately.That's "self-directed
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| | are expected to engage in self-directed
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| learning."
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| | learning, and you're encouraging and
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| "We understand that the only competitive
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| | facilitation that process.THREE: Reward
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| advantage the company of the future will
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| | the effective application of learning. In
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| have is its managers´ ability to learn
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| | other words, when someone finds an
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| faster than their competitors." Arie P.
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| | effective way to change things, reward
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| DeGeus.
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| | them. One of my clients holds a monthly
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| In a world that is rapidly changing,
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| | employee meeting, where the employee who
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| today's hot new product is tomorrow's
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| | has made the biggest positive change in
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| obsolete dinosaur. More important than
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| | the way things are done is rewarded with
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| any one product is the ability to
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| | $150.00 cash bonus.
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| continually create new products. Today's
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| | Begin to implement these strategies and
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| strongest employee could very well be
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| | you'll take the first steps to
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| tomorrow's employment problem. More
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| | transforming your organization into a
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| important than any one employee is the
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| | learning organization. You'll begin the
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| ability to find and maintain employees
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| | process of mastering the ultimate skill
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| who are constantly growing. Today's
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| | for the information age.Copyright
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| closest customers could be out of
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| | 2006About Dave Kahle, The Growth
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| business tomorrow. More important than
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| | Coach(R):
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| any one customer is the ability to
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| | Dave Kahle is a consultant and trainer
|
| attract and retain customers.All of these
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| | who helps his clients increase their
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| are applications of the ultimate
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| | sales and improve their sales
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| competitive advantage -- the ability to
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| | productivity. Dave has trained thousands
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| learn faster than your competitors.
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| | of salespeople to be more successful in
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| "In fact, I would argue that the rate at
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| | the Information Age economy. He's the
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| which individuals and organizations learn
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| | author of over 500 articles and five
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| may become the only sustainable
| |
| | books. His latest is 10 Secrets of Time
|
| competitive advantage." Ray Stata.
| |
| | Management for Salespeople. His "Thinking
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| As the economy becomes more and more
| |
| | About Sales" Ezine features
|
| global, competition will increase. Few
| |
| | content-filled motivating articles,
|
| businesses will enjoy a secure market
| |
| | practical tips for immediate
|
| position. The quality of competition will
| |
| | improvements, useful resources and
|
| also improve as competitors strive to out
| |
| | helpful tips to help increase sales.
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| do one another in providing customer
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| |
|
