{"id":26588,"date":"2023-03-07T11:06:00","date_gmt":"2023-03-07T11:06:00","guid":{"rendered":"https:\/\/benelux.vps.buzztestserver.co.uk\/?post_type=resources&p=26588"},"modified":"2024-09-04T11:02:42","modified_gmt":"2024-09-04T09:02:42","slug":"5-steps-to-help-you-learn-strategically-from-your-best-colleagues","status":"publish","type":"resources","link":"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/resources\/5-steps-to-help-you-learn-strategically-from-your-best-colleagues\/","title":{"rendered":"5 Steps to Help You Learn Strategically From Your Best Colleagues"},"content":{"rendered":"\n

This article originally appeared on\u00a0Microlearning<\/a><\/em><\/em>, our bite-sized online solution for leaders and individual contributors.<\/em><\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

Ever find yourself watching a brilliant peer in action \u2014 delivering a flawless presentation, executing a high-stakes project, building a relationship with a prickly colleague \u2014 and wondering, How do they do that?<\/em><\/p>\n\n\n\n

Don\u2019t just watch and wonder \u2014 find out using a strategic tactic called \u201cvicarious learning.\u201d<\/p>\n\n\n\n

With vicarious learning, instead of observing from the sidelines in a one-way process and copying a high-performer\u2019s behavior, you engage the person in a deliberate, two-way exchange. Then you apply what you\u2019ve learned from them to your own situation, in your own style.<\/p>\n\n\n\n

Why does it work? Christopher Myers, a Harvard Business School professor, has conducted research (see this article<\/a> for more) suggesting there\u2019s power in storytelling and collaboration. Talking about other people\u2019s real experiences of success and failure can lead to a deeper understanding \u2014 for both the learner (who ultimately improves a skill) and the other person (who in talking through and teaching can see the issue from a new perspective).<\/p>\n\n\n\n

Here are tips to make the process work for you:<\/p>\n\n\n\n

1. Observe the actions and words of a colleague you respect, and decide how you\u2019ll approach them.<\/h4>\n\n\n\n

You could start by selecting a particularly high-performing colleague, then identify their strongest skill you\u2019d like to learn. Or, you could start with a skill you want to build, then identify a person who seems to have mastered it. Either way, seek opportunities to watch that person in action.<\/p>\n\n\n\n

For example, imagine that your peer Eduardo excels at giving feedback. Maybe you notice him talking with a colleague in the hallway, hear his encouraging tone of voice, and see the other person nodding. Or maybe you watch him tactfully critique your boss\u2019s presentation in a department meeting. Think about it: How does Eduardo start a sentence when he\u2019s about to give feedback? What words does he choose for the feedback? Does he use specific examples or make sweeping statements? How do listeners respond? Learning by observing is an exercise in detail.<\/p>\n\n\n\n

With this initial understanding, approach the person at a time you know they won\u2019t be rushed or busy, and explain what you\u2019ve seen and your interest in learning more about their skill. You might say something like: \u201cEduardo, I really admire how you give feedback \u2014 you always seem to have people nodding along, even when you\u2019re being critical. I\u2019d really like to improve at giving feedback, and I wonder if you\u2019d have time for a few questions. Could I buy you coffee to talk more about it?\u201d<\/p>\n\n\n\n

Chances are, the person will feel flattered and be willing to help.<\/p>\n\n\n\n

2. Write down specific questions for the person about their approach, then ask them in your meeting.<\/h4>\n\n\n\n

This is your chance to hear the person\u2019s stories of trial, error, and success \u2014 and understand their thought process around the skill. You could ask about:
<\/p>\n\n\n\n

    \n
  • How the person learned and\/or practices the skill.<\/li>\n\n\n\n
  • Particular instances where they failed or made a mistake, and the most important lessons learned. (Even experts were once bumbling beginners.)<\/li>\n\n\n\n
  • Particular instances when they succeeded in the skill, and how.<\/li>\n\n\n\n
  • The person\u2019s thought process, from beginning to end, when using the skill.<\/li>\n\n\n\n
  • How the person varies their approach to using the skill depending on the situation.<\/li>\n<\/ul>\n\n\n\n

    Your conversation will be more collaborative \u2014 and likely more helpful \u2014 if you tie some of your questions to your observations of the person\u2019s performance, as well as your own experiences and challenges. For example, if you\u2019re asking Eduardo about his experiences giving feedback, you might say, \u201cYou seem to use the phrase, \u2018I notice that,\u2019 quite a bit \u2014 whether you\u2019re praising someone or offering critical feedback. What\u2019s the thinking behind that?\u201d Or, \u201cSometimes I worry that the feedback I give will make someone angry. Has that ever happened to you? If so, what did you do to turn the situation around?\u201d<\/p>\n\n\n\n

    In some cases, you may find that the person hasn\u2019t fully examined how they do something so well \u2014 some actions may feel natural and unconscious, even though they wouldn\u2019t be for you. Your detailed questions could even help them rethink assumptions, examine and refine their approach, and possibly perform even better in the future.<\/p>\n\n\n\n

    Also, be sure to show appreciation for the person\u2019s time and input. Make it clear that you intend to put the advice into action, and ask them if they\u2019re willing to follow up later. For example, \u201cEduardo, thank you so much for your time. I\u2019m going to try some of the tips you mentioned today. Would you be willing to talk later about how it goes and give me some feedback?\u201d<\/p>\n\n\n\n

    3. Try just one or two adjustments or new behaviors to start.<\/h4>\n\n\n\n

    Breaking complex, challenging tasks into little bits can make them feel more doable \u2014 and more realistic to fit into a hectic workday. Think about what you learned in your conversation with your colleague (see No. 2). What one or two actions would you like to try for yourself?<\/p>\n\n\n\n

    For example, say Eduardo told you that he pays close attention to his tone of voice and body language to help a sensitive colleague feel more comfortable receiving feedback. Perhaps you make a plan to ask yourself every time before giving feedback, \u201cAm I using open body language?\u201d and run through a mental checklist \u2014 uncross your arms, face the person, take a couple of deep breaths to relax \u2014 before proceeding in a calm tone of voice.<\/p>\n\n\n\n

    Whatever your personal plan, practice it several times and in a variety of situations to see how it goes.<\/p>\n\n\n\n

    4. Seek feedback on your performance from your peer mentor and others \u2014 and keep practicing.<\/h4>\n\n\n\n

    Even if it\u2019s slow going, don\u2019t stop trying. Ask your peer mentor to check in with you to help hold you accountable for improving. And talk with your peer to reflect on your experiences so far and hear their feedback. If the skill you\u2019re working on is observable, you could ask if they\u2019re willing to watch you in action and provide commentary later. Or, you could ask them to role-play with you or watch you practice and provide suggestions for alternative ways to get your point across and hone your technique.<\/p>\n\n\n\n

    As you continue to practice and improve, you may also want to seek additional sources for input, including your manager or other colleagues.<\/p>\n\n\n\n

    5. Look for opportunities to collaborate with your peer mentor.<\/h4>\n\n\n\n

    Myers\u2019 research suggests that vicarious learning can be particularly powerful if it includes several rounds of back-and-forth over time. If you\u2019re able to seek out common projects with your colleague, you\u2019ll have the chance to talk about real-time shared experiences and continue observing and learning from them.<\/p>\n","protected":false},"excerpt":{"rendered":"

    This article originally appeared on\u00a0Microlearning, our bite-sized online solution for leaders and individual contributors. Ever find yourself watching a brilliant peer in action \u2014 delivering a flawless presentation, executing a high-stakes project, building a relationship with a prickly colleague \u2014 and wondering, How do they do that? Don\u2019t just watch and wonder \u2014 find out using […]<\/p>\n","protected":false},"featured_media":0,"menu_order":0,"template":"","class_list":["post-26588","resources","type-resources","status-publish","hentry","type-newsletters"],"acf":[],"yoast_head":"\n5 Steps to Help You Learn Strategically From Your Best Colleagues - FranklinCovey<\/title>\n<meta name=\"description\" content=\"This article originally appeared on\u00a0Microlearning, our bite-sized online solution for leaders and individual contributors. 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