Sometimes meetings are not merely about efficiency; sometimes we meet to exchange and work through complex ideas, process multidimensional questions and scenarios or dive deep into difficult challenges.
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I´ve been a member of ConnectMinds for five or six years. What I really like is that the network is both local and international. Lau (my ConnectMinds knowledge broker) helps us connect across borders and continents and he understands the issues we´re dealing with. He constantly facilitates the sharing of knowledge. I use the local group here in Toronto to listen to how other individuals handle issues like my own.
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How can one describe Peer Learning best? Imagine an environment where establishing an ongoing dialog with our peers is the basis of your work. In this place we are eye to eye with our peers and we strive to be equal partners looking for creative solutions together.
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Peer learning done well is powerful. It builds relationships, creates a willingness to connect, to collaborate and generates a sense of ‘we’. Essentially peer learning is people coming together to learn with and from others, usually as they endeavour to improve or change things.
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Most people need, and everyone benefits from having social interactions during the day. Chatting, remote meetings online etc. can make a big difference. Here are some tips and tricks from members of our network and our own experience in working remotely.
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When I've led teams with remote workers I notice how quickly my habitual lack of trust appears. Are they really focused? How are they really using their time?
At the same time, I'm aware that we have a habit of projecting our worst fears into the unknown. In any scenario of uncertainty, we often assume the worst; my loved one being late home due to some tragic event, not (the more likely) congestion on the roads. Children (and many adults) fear the dark for the same reason, we take our fears and place them in the unknown.
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It has been intriguing and impressive in roughly equal measures to follow how Anna Nicklin has managed to lead and create results while the circumstances around her have changed dramatically; not once, but numerous times. She has gone from leading a dispersed team, mainly split between Gothenburg and Amsterdam to having no team at all, and relying solely on a network of external partners and agencies.
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In a world of increasingly complex jobs carried out across borders and in numerous languages, you cannot expect your teams and employees to sit next to you - or even in your time zone. Nor can you expect to lead them by pulling rank and giving instructions, as Robert Rupp highlighted in the article New leaders don't produce followers. But fellow thinkers.
So what will you do ?
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