Leveraging Employees’ Collective Learning

“All C.E.O.s should take 20 minutes to listen to the stories of other C.E.O.s. You’ll make better decisions because you’ll see how decisions made elsewhere have been flawed.” In order to spur the need…

Leveraging Employees' Collective Learning

“All C.E.O.s should take 20 minutes to listen to the stories of other C.E.O.s. You’ll make better decisions because you’ll see how decisions made elsewhere have been flawed.”

In order to spur the need to learn, learn, learn , we need to be inspired, inspired, inspired. Furthermore, we need to learn, learn, learn a lot.

There are two types of people: competitive and inspirational.

Compelling C.E.O.s are competitive, but not in a demeaning way. Most of them are inspired by meaningful and sustainable behaviors, among which is continuous learning. Since most C.E.O.s engage internally through employee engagement and individual activity, the company is a learning laboratory for learning across an organization.

I am in the latter camp.

Recently, I had the opportunity to share my thoughts on this topic with several of my colleagues and observed that for sure, a combination of inorganic and organic growth of a company is what is needed to make it last. I put this into perspective when discussing with Martin Pérez, the CEO of Pelanconi Energia.

Pelanconi Energia

There are six key drivers for success in business: Innovation, Sales, Margins, Efficiency, Growth and Leadership.

It makes no sense to talk about each of these drivers separately.

And equally, no sense to spend time learning about only one.

A good way to learn about each driver and to gain a better understanding of the implications of each one is to start out by asking yourselves how important they are to you:

Have you benefited from them during your own career or your career of involvement with the company?

Have you benefited from them during your tenure as the CEO of Pelanconi Energia?

Have you benefited from them during your tenure as Pelanconi Energia’s CEO?

On a scale of zero to 10, with 10 representing “absolutely vital” does each one of these factors apply to you?

Innovation

1. Do you like the level of potential that you see for innovation?

2. Do you like the quality of fresh thinking?

3. Does your team play a significant role in creating innovation?

Growth

1. Do you agree the most valuable growth driver at Pelanconi Energia is the internal innovation culture?

2. Do you feel that the most valuable external growth driver at Pelanconi Energia is market share growth?

3. Are you happy with the level of loyalty and public support from Pelanconi Energia’s stakeholders?

Margins

1. Are you losing market share by low margins or getting it back by high margins?

2. Do you know what other comparable companies are doing in terms of margins?

3. Are your margins under pressure as a result of your own investment in the company?

Efficiency

1. Do you want your organization to be less or more efficient?

2. Do you see too much waste that needs to be eliminated?

3. Do you understand your company’s non-variable costs, such as job training?

Growth

1. Do you use data as a competitive advantage to optimize your performance and to get better than your competitors?

2. Are you a growth force in a market and do you intend to stay in a market that is not growing but still offers the potential for robust growth?

4. Do you believe your organization is not innovative enough and need to do more to generate innovation?

Leadership

1. Do you consider yourself as a leader in your career?

2. Are you prepared to be a leader at Pelanconi Energia?

3. Are you engaged in employee development through cross-functional, individual action plans?

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