Build An A Team: Chapter 1: The S curve of learning

The S curve of learning diagram: Inexperience, Engagement, Mastery

Your team should include employees who are at difference phases of development

Mapping your team’s S curve

Low end of the curve: Characterised by a high degree of of challenge, intense stretching and personal growth

Central portion of the S curve: Challenged with room for continued learning and growth. This is the sweet spot of high engagement and productivity,

High end of the curve: A level of mastery that may demand a new opportunity to help them stay engaged. These staff may be high performers, but if they stay there too long, they will get bored, and leave or become complacent. some may stay if they are given stretched assignments. A large percentage of people at the high end of the curve presents an opportunity to capitalise on innovative capacity lying dormant.

Talent development an internal mobility increase employee engagement. Retaining high-performing talent relies on the decentralization of leadership. It is important to encourage employees to be founders in their own space, to give them the change to make what they will.

Hire self-starters: Personal disruption only works if you are managing people who can self-manage. You need people who believe that what they do makes a difference and are willing to hold themselves accountable, independent of constant oversight. they need to be personally responsible. An effective manager will want to give such self-starting, self-monitoring, self-governing high performers the opportunity to move to new S curves.

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