There must be a teacher in a threesome, so how to achieve local maximization in the workplace?

Ask an external trainer to talk about sales to employees. It is better to ask the best salespeople in the company to share their experiences with other employees. Is this what Google is after? A threesome must have a teacher? The best embodiment.

Laszlo, Google's chief talent officer? In the book Redefining Team, Bok revealed that tapping employees' greatest potential, allowing them to share their research and professional knowledge with other employees and amplifying their self-worth is Google's greatest experience in establishing a learning organization.

The best teacher is sitting beside us.

I can't tell you what knowledge you should train your team or organize, because it depends on your goals. I can't tell you whether the best training method is face-to-face teaching or distance education, self-study or group class. It depends on which way your employees learn best, and whether they want to learn specific job-related skills (such as programming languages) or general skills (such as how to work as a team).

However, I can tell you where to find the best teacher.

They are sitting next to you.

I assure you that there are experts in all aspects of your work in your organization, at least professional enough to teach others. We are all familiar with the concepts of maximum and minimum. Theoretically speaking, everyone wants to have the best people with the greatest professional knowledge to carry out training. But in the field of mathematics, there is a refined concept: local maximum. The local maximum is the maximum in a limited range. The maximum number is infinite, but the maximum number between 1 and 10 is 10. Many people think Yo-Yo Ma is the best cellist in the world. Liang Shengyuan is the most famous cellist in Korea. The beam is a local maximum.

Your company must have the highest sales staff. Ask this person to teach other employees instead of outsiders, so that you not only have a better teacher than other salespeople, but also have a good understanding of your company's specific environment and customers. When a person changes jobs from one company to another, his extraordinary success rarely always accompanies him. Send your sales staff to a very expensive sales seminar. The instructors are all people who sell other products for other companies, so it is difficult to bring about a revolutionary improvement in sales performance, because the specific situation of your company is also a very important factor.

But maybe you don't want your best salespeople to teach. After all, shouldn't he be sold wholeheartedly? I think this is a short-sighted idea, because the improvement of personal performance is linear, while training and teaching will bring geometric growth.

For learners, teaching by real practitioners is far more effective than listening to scholars, professional trainers or consultants. Scholars and professional trainers tend to impart theoretical knowledge. They know how to work, but they have no personal experience. Consultants know more about superficial and indirect knowledge, usually from other consultants' benchmarking reports or months of communication with customers, rather than from personal experience.

Google's G2G project

We have a project with a wide audience called G2G(Googler 2 Googler, that is, Googler to Googler). All Google people participated in this project and taught each other knowledge. In 20 13, a * * * held 2200 classes, and more than 2 1000 Google people participated in the courses taught by more than 3000 G2G teachers. Some courses have been given more than once, and some have invited more than one lecturer. Most Google people have attended more than one class, and the total number of participants exceeds 1 10 000.

Although G2G teachers need to leave their daily work when teaching, many courses only take a few hours and last only a quarter, so the time spent by teachers and students is relatively moderate. These courses have brought fresh mental outlook and doubled the efficiency of participants when they return to work. Similar to the 20% time project, G2G also helps to create a more innovative, happier and more effective working environment, and employees can participate in the company's business more enthusiastically. The company invested little resources, but gained a lot.

Some of the training contents are highly technical (design of search algorithm, seven-week mini-MBA course), and some are purely about happy life (tightrope walking, spitting fire, cycling history). The most popular courses include physical and mental awareness, charm display and introduction to programming for non-engineers.

Other learning mechanisms of Google

You don't need a formal or widely used project like G2G to find a teacher to study. Google people have hundreds of other opportunities to learn or impart knowledge, any of which can be copied by employees in your environment. For example, we have more than 30 technical consultants, all experienced leaders, who provide confidential one-on-one counseling to help Google people in the technical department improve. These volunteers are chosen because they have rich experience and understanding of Google, and their task is mainly to listen. Sometimes asking a reliable and objective person is just what people need.

To my surprise, not only the people who talked to the consultant benefited from it, but also the consultant himself benefited a lot. The leaders of our company have learned the skills of listening and empathy through repeated tempering, and strengthened their self-awareness. It sounds simple, but through these talks, they have mastered some skills.

Similarly, there are some volunteer mentors who pay less attention to personal problems and help the leadership and management of the whole company more. Becky. Cotton is our first official teacher occupation. You can ask her any questions related to your career. There is no selection process and no training. She decided to do it herself. At first, she announced in an email that she would arrange office hours to receive anyone who needed career advice. As time went on, the demand increased gradually, and other volunteers volunteered to join teacher occupation Becky's team. In 20 13 years, more than 1 000 Google people held consultation talks with one of them.

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