How To Teach Others Effectively?

Organization

Did you ever have a situation when you wanted to teach a person something? You explained everything, you put a lot of time and effort in it, and at the end of the day the person never learned anything? Or you gave somebody feedback because they didn’t do something correctly. And after the conversation it seemed that everything was okay, but after a couple of weeks or months the same mistake was done by the same person?

Did you start getting angry, feeling disappointed or guilty: is it you or is it all about them?

Were you persistent, sit with the person and explain the same thing 10 times? Or have you just decided to not bother anymore: since apparently this person doesn’t understand what you are saying?

How many cases ends like a failure when we think about teaching others effectively? 20%? 50%? More than that? And how many of them don’t say that they don’t understand because they don’t want to look or sound stupid?

What can we do to teach others better, so they can grow thanks to our knowledge and experience? And both sides don’t have the impression that they’ve wasted time on the doubtful effect?

Why doesn’t learning process work so often?

We can have the best intentions to teach others. In fact, most of the time we have those: we want people to be better in what they do, we share our knowledge, experience and what we’ve learned so far in a certain topic. Everything seems good in our head. The readiness to teach and an honest intention to do it is there.

Let’s say we are a buddy to the new employee. We want to onboard this person, take care of them, pass all information about how this organization works. To prepare a new joiner to understand the new environment, how everything gets done, so they don’t waste time and get stressed or frustrated of running around in circles, looking for the right person to answer their questions.

We have a plan, we start the process. We pass our knowledge, we teach the other person how to cover the goals we have as a team as well as possible. We check by asking: “do you have any questions?” or “is everything clear for you?”. And what is the answer on those two questions most of the time? 90% people goes with “no, all good, no questions”, “yes, all clear”. Is it your experience too?

And it’s clear until it isn’t. We explained everything, checked with new employee and this is it: they start to work on their own.

And there is one mistake. And then another one. We give feedback, all is clear again, they go and do the same mistake again. When we ask what they need to do it to have the result that we aim for, they say “nothing, all good”.

Sounds familiar?

Sometimes we teach, then we see that the work is not done with a result that we did contract for, we give feedback with an intention so next time it’s better. And it’s not better at all: sometimes it’s the same, or even worse. What is happening in between of this process, so the results are often so disappointing (for both sides)?

We don’t match the way of teaching to the preferred way of learning of the person. Most of the time, we focus more on the process of how to teach, then the process of how other person learns. We take care of the materials, pretty decks, or other sources of knowledge. And we focus on the delivery. It’s great, don’t get me wrong! It’s amazing that we want to teach others, make them better. But knowing if the person learns from reading, visualizing, listening, or experiencing things is a crucial element of a successful teaching process. Don’t get mad that a person that doesn’t want to read things that you give them. It’s not about you, it’s about the medium. Tailor your way of teaching to the way of learning of the person that you teach. It’s a way of improving hugely the whole experience, for both of you.
We don’t know the personality structure of the other person. When we don’t know who the person is from PCM’s perspective, we are robbing ourselves from the tools to communicate with them efficiently. When we are aware that we have a Thinker on the other side, we know that they need to meet a recognition of work and time structure psychological needs to be in contact. If the process and the way we teach is chaotic or disorganized, they are not going to learn (even if the slides are pretty). When we are aware that we have a Harmonizer on the other side, we know that we need to use a nourishing channel of communication (meaning, you need to be warm, caring, empathetic to the other person’s emotions). It will be completely different than with a Thinker, who needs a questioning channel of communication: we need to ask about what they think about something, to get in contact. It’s extremely important to know who is on the other side, so you can communicate (and teaching is a way of communication) the most efficient way.
We ask wrong questions. Questions are amazing. It is one of the simples and yet, the most powerful tool that the world ever invented. But asking the right questions is a skill. When we ask, “do you have any questions?”, most of the people will answer “no”. Why? Because they don’t want to look stupid, or incapable to understand. It is natural that if we can choose, we prefer to look smart, not the other way around. But we also know that is a short-term strategy: if we don’t ask a question now, we are going to make mistakes and we’ll waste so much more time on finding the right way to do it later. Instead of asking “do you have any questions?”, ask “could you please tell me know did you understand what I’ve just said with your own words?”. Paraphrasing is a tool to check if a person understood what we’ve said, the way we aimed it – but for real, not only declaratively.

Who we need to be to teach others well?

There is a certain set of skills that people who want to be efficient and effective in how they teach others should have.

Based on my teaching (others) and learning (from others) perspective, I believe that those are a golden list of competencies that make a person amazing guide to transform work and life of people that are around them. And we do know that you don’t need to be a school or academic teacher to use them. We share knowledge in so many ways every day: we teach our colleagues at work, our kids at home, we share some tips and tricks with our friends or family members, we pass value to the members of our community. What do we need to do it in the best possible way?

Communicating properly in terms of personality types. There is no one-size-fits-all solution when it comes to how we talk with others. We need to listen to what kind of wording the person uses, with what speed they talk or on what things they focus on in the conversation. It’s not about mapping everybody with a questionnaire: it’s about being mindful about all those details, so we can make a strong hypothesis and then tailor the way we communicate, so what we want to teach sticks.
Listening openly and actively (whatever is needed). Open listening is just being there, all ears about what the other person is saying to us. Active listening is being more engaged with the process: ask questions, paraphrase to understand better, give feedback and recognition to the other person. Without listening there is a very small chance to teach someone effectively: if we only talk, we are becoming a lecturer. How will we know that the process works behaving that way?
Adaptability. As mentioned above, there is no one-size-fits-all solution in terms of a way of communication. And there is the same situation with the way of teaching. Each person needs a different approach, and a great teacher understands it. Some of us has the freshest brains in the morning, some of us needs to wait until late evening to use the mind power the best. We have different learning preferences. It may seem super complex at the very beginning, but asking questions will support you to be aware of the most important things, and based on those, you prepare the tailored process of learning for a certain person. It’s worth the effort. And don’t marry your content: if what you’ve prepared is not working, change it. Exchange written sources with video. Exchange video with podcasts. Exchange all of those with a bootcamp where a person will have a chance to learn through experience. And remember: it’s not about you, it’s about the other person’s needs.
Explaining clearly, fighting the curse of knowledge. It’s extremely hard to not be carried away by the curse of knowledge bias, especially when we are experts in any area, and we love what we do. But to teach effectively, we need to remember that we are there for the other person, not for ourselves. It might be one of the most important discoveries that people ever make. Explaining what there is to be taught by not using the big words, in a clear, understandable way is one of the most important skills of the person who wants to guide others. If you are not sure how to simplify the message, use AI support (by using the phrase like “explain the theory X to a 7-year-old”): it can help you to rewire your brain that has a certain way of thinking, to the simpler one. Important: simpler doesn’t mean treating people you teach like children (unless this is your target group). It is all about transparency, simplicity of message, using examples or stories to visualize the whole idea.
Learning, every day. To be a great educator, we need to focus on our learning in the first place. The life-long learning value is something that is on the list of TOP 5 the most important things for those people who teach others. Being curious, having an open mind, trying things, making mistakes, and learning from them: that’s how we learn AND it’s how we teach others in a consequence of that. If we don’t have a growth mindset, how on Earth are we supposed to be efficient in teaching others?

The bottom line

When we teach others, we are there for them. It can be super hard to stop the need to show that we the smartest persons in the room, but we must do it to be effective at teaching others. Remembering that the process where we teach something is for our audience (even if it is a one person), makes us take a step or two back from time to time and reflect on the way we do it.

Is it for me, or for them? Where is my focus: on the process, or on the person? Do I care more about ticking all the boxes that I passed everything I had on the agenda, or I care about the change that I make in this person’s brain and heart?

These are the questions that I invite all of us to ask ourselves every time we teach something. It will make everything we do better, more effective and efficient, and: we will be satisfied with the job well done.

Udostępnij

Komentarze

0 0 votes

Article Rating

0 komentarzy

Oldest

Newest Most Voted

Inline Feedbacks

View all comments

Czytaj także

Leadership

10 Ways to Get Your Time Back: Practical Tips for a Tech Leader

As a Tech Leader, your day is likely filled with endless meetings, urgent emails, project deadlines, and unexpected crises. It’s easy to feel like there’s never enough time to focus on what truly matters—whether that’s strategic thinking, team development, or even your own well-being. But here’s the good news: with a few intentional changes, you can reclaim your time and focus on what drives real impact. This isn’t about pretty theories or abstract advice. Below, you’ll find 10 practical, actionable tips that you can start implementing today to get your time back. Interested? Let’s get to it! #1 Audit Your Calendar Your calendar tells the story of where your time goes—and often, it’s not a pretty picture. Start by reviewing your calendar for the past two weeks. Ask yourself: Which meetings were truly necessary? Could some have been shorter? Were there meetings I didn’t need to attend at all as a leader of my team? Depends on the answers, make some shifts. Move meetings around, if you have influence on them: put them in the time of the day that you’re not in your genius zone. Use the calendar as you source of power, not a thing you are a slave of. Actionable Tip: For every recurring meeting on your calendar, apply the “zero-based budgeting” approach. Assume the meeting doesn’t need to exist unless there’s a compelling reason to keep it. For meetings you do keep, limit them to 25 or 50 minutes instead of the standard 30 or 60 minutes—this will force more focused discussions and give you breathing room between calls. #2 Delegate Like a Pro Leader Tech Leaders often fall into the trap of trying to do everything themselves—whether it’s troubleshooting a technical issue or reviewing every line of code. But delegation isn’t just about offloading tasks; it’s about empowering your team and creating space for you to focus on higher-level priorities. Actionable Tip: Use the “3D Framework” for tasks: Do it, Delegate it, or Delete it. If a task doesn’t absolutely require your expertise, delegate it to someone who can handle it. And if it doesn’t add value, delete it altogether. Make sure of good contracting around the delegation though: it needs to be clear, including context, checking on the skillset of the person who’s going to get the task. Be smart here; don’t assume: ask. #3 Batch Similar Tasks Together Switching between tasks—like coding, answering emails or Slack / Teams messages, and attending meetings—can drain your mental energy and waste time. Instead, group similar tasks together and tackle them in dedicated blocks of time. Actionable Tip: Create “themed” days or blocks of time. For example: – Monday mornings: Strategic planning – Tuesday afternoons: One-on-ones with team members – Friday mornings: Deep work on a long-term project When you batch tasks, you reduce context-switching and increase focus. Let’s say it once for good: there’s no such thing as multitasking. You can switch between tasks really quickly, but it has its cost. Reduce it, be more focused and you’ll see the difference in your efficiency and energy level as a leader. #4 Say “No” More Often Every time you say “yes” to something, you’re saying “no” to something else—often your own priorities. Learning to say “no”, or “yes, and…” is one of the most powerful ways to protect your time as a Tech Leader. Actionable Tip: When someone asks for your time, don’t respond immediately. Instead, say: “Let me think about it and get back to you.” This gives you space to evaluate whether the request aligns with your goals. If it doesn’t, politely decline or suggest an alternative solution. Remember about being in OK-OK space: you don’t want to be rude or aggressive; boundary setting is not about hurting others, it’s about protecting yourself. #5 Leverage Asynchronous Communication Not every conversation needs to happen in real-time. In fact, asynchronous communication can save you hours each week by reducing unnecessary meetings and interruptions. Actionable Tip: Use tools like Slack, MS Teams, or Loom to communicate asynchronously. For example, instead of scheduling a meeting to discuss a project update, record a short video or write a detailed message outlining the key points and next steps. Bonus Tip: Set clear expectations for response times in asynchronous channels (i.e., “respond within 24 hours”) so everyone stays aligned without feeling pressured to reply instantly. #6 Automate Repetitive Tasks If you’re spending time on repetitive tasks that could be automated, you’re leaving valuable hours on the table. Automation isn’t just for developers—it’s a key productivity tool for all of us, regardless of our role in the organization. Actionable Tip: Identify one repetitive task you handle weekly (i.e., generating reports, scheduling meetings, answering emails) and automate it using tools like Zapier, IFTTT, or custom scripts. Example: Automate status updates by integrating project management tools like Jira or Trello with Slack so your team gets real-time progress updates without manual intervention. #7 Create Decision-Making Frameworks Decision fatigue is real—and as a tech leader, you’re probably making dozens of decisions every day. And we have a limited decision capacity: we make around 35,000 decisions daily, but less than 100 are optimal. Creating frameworks can help streamline this process and free up mental energy for more important work and more capacity for better decisions. Actionable Tip: Develop simple decision-making criteria for recurring situations. For example: Hiring decisions: Does this candidate have at least 70% of the required skills? Project prioritization: Does this initiative align with our top three business goals? Task selection: Does this task bring me closer to the OKRs I have on my list for this quarter? By standardizing decisions, you’ll spend less time deliberating and more time executing. #8 Adopt a “Less is More” Leadership Mindset In Tech Leadership, more isn’t always better—more features, more meetings, more initiatives can lead to diminishing returns. Focus on doing fewer things exceptionally well rather than spreading yourself too

Czytaj dalej

5 January 2025 No Comments

Leadership

Why Habits Are Better Than Goals: A Guide for Leaders

As technology leaders, we live in a world driven by deadlines, KPIs, and ambitious goals. We’re taught to set objectives and measure progress. But what if I told you that focusing on habits rather than goals might be the game-changer you’ve been looking for? Especially if you’re struggling to find time for your own professional development or noticing low engagement within your team, shifting your mindset to prioritize habits could transform not only your leadership but also your entire organization. Let’s explore why habits are more powerful than goals and how they can help you lead with greater impact. The Problem with Goals Goals are seductive. They promise a future where everything is better: you’ve mastered a new skill, your team is more engaged, or you’ve finally achieved that elusive work-life balance. But here’s the catch: goals are outcome-focused. They emphasize the “what” rather than the “how”. For example, let’s say your goal is to improve team engagement. You might set metrics like increasing participation in meetings or boosting employee satisfaction scores. But once you hit those targets, what happens next? Without a system in place, the progress often stalls or even reverses. Goals also have an inherent flaw: they’re temporary. Once achieved, they leave a void. This is why so many of us experience the post-goal slump: a sense of “what now?” after crossing the finish line. Moreover, as busy technology leaders, goals can feel overwhelming. When your calendar is already packed with back-to-back meetings and project deadlines, adding another goal to the mix can feel like just another task on an endless to-do list. Why Habits Are the Better Alternative? Habits, on the other hand, focus on the process. They are small, consistent actions that compound over time to create meaningful change. Instead of chasing a distant outcome, habits anchor you in the present and guide your daily behavior. Here’s why this matters: Habits Build Identity. While goals are about achieving something external, habits shape who you are. For example, instead of setting a goal to “become a better communicator,” you could develop the habit of asking open-ended questions during one-on-one meetings. Over time, this habit reinforces your identity as a leader who listens and connects deeply with their team. Habits Are Sustainable. Unlike goals, which have an endpoint, habits are ongoing. They create a foundation for continuous improvement without requiring constant resets. A habit like setting aside 15 minutes every day for professional reading or reflection becomes part of your routine:no extra mental energy required. Habits Reduce Decision Fatigue. As a leader, you make countless decisions every day. Habits automate certain behaviors, freeing up mental bandwidth for higher-priority tasks. For instance, if you establish a habit of starting each morning by reviewing your team’s priorities, you don’t have to waste time deciding how to begin your day: it’s already decided for you. Habits Drive Engagement. When it comes to team dynamics, habits can be contagious. If you consistently model behaviors like active listening or celebrating small wins, your team is likely to adopt those practices as well. Over time, these shared habits create a culture of engagement and collaboration without requiring constant top-down interventions. How to Build Habits That Stick? Now that we’ve established why habits are so powerful, let’s talk about how to build them effectively. Here are some practical steps tailored for busy technology leaders: #1 Start Small One of the biggest mistakes people make is trying to change their entire routine overnight. Instead, focus on one small habit at a time. For example, if you want to prioritize professional development, commit to reading just one article or watching one TED Talk per week. Once this becomes second nature, you can build on it. #2 Anchor New Habits to Existing Routines Habits are easier to establish when they’re tied to something you already do regularly. For instance, if you want to foster better communication with your team, make it a habit to ask for feedback during your weekly check-ins. The check-in is already part of your routine; now it has an added layer of intentionality. #3 Focus on Systems, Not Outcomes Instead of obsessing over results, concentrate on creating systems that support your desired behavior. For example, if you want to encourage innovation within your team, implement a habit of dedicating 10 minutes at the end of each meeting for brainstorming new ideas. #4 Track Progress and Celebrate Small Wins While habits don’t rely on external validation like goals do, tracking your progress can still be motivating. Use apps or simple checklists to monitor consistency and celebrate milestones along the way. #5 Be Patient and Consistent Habits take time to form: research suggests anywhere from 21 days to several months depending on the complexity of the behavior. Don’t be discouraged by setbacks. Focus on consistency over perfection. The Ripple Effect of Habits in Leadership When you embrace habits as a leader, the benefits extend far beyond your personal growth: they ripple out to your entire team and organization. Here are some examples: Improved Team Engagement. By modeling habits like regular recognition or transparent communication, you create an environment where team members feel valued and motivated. Greater Innovation. Small habits like encouraging questions or dedicating time for creative thinking can spark breakthroughs that drive your projects forward. Stronger Relationships. Consistent habits like active listening or showing empathy build trust and strengthen connections with both colleagues and stakeholders. Most importantly, focusing on habits helps you lead by example. It shows your team that growth isn’t about chasing lofty goals but about showing up every day with intention and purpose. A Challenge for You! As you reflect on this article, I want to leave you with a simple challenge: choose one habit that aligns with your leadership vision and commit to practicing it consistently for the next 30 days. It could be as simple as starting each day with five minutes of mindfulness or ending each meeting

Czytaj dalej

24 December 2024 No Comments

Leadership

Communication Intelligence (CQ): A Key to the Effective Leadership

In the ever-evolving landscape of work, where collaboration and innovation are necessary to survive on the demanding market, one skill stands out as a game-changer: Communication Intelligence (CQ). As a tech leadership expert and someone deeply invested in helping leaders and teams create environments where people thrive, I cannot stress enough the importance of mastering CQ. It’s not just about talking or listening; it’s about understanding, tailoring, and connecting. Let’s dive into what CQ is, why it matters, and how we can build this skill: both as leaders and team members. What Is Communication Intelligence (CQ)? At its core, Communication Intelligence (CQ) is the ability to adapt your communication style to connect effectively with others. It’s about being aware of your own communication tendencies while recognizing and responding to the diverse preferences of those around you. Think of it as emotional intelligence (EQ) but focused specifically on how we exchange information, ideas, and emotions. CQ involves empathy, adaptability, and clarity. It’s not just about what you say but how you say it—and how it’s received. Mastering CQ means being intentional in your interactions and ensuring that your message resonates with the person or people on the other side. Why Is CQ Essential for Leaders and Team Members? In my work with leaders and teams, I often see how miscommunication can ruin even the best intentions. A lack of CQ can lead to misunderstandings, conflict, and disengagement. On the flip side, strong CQ fosters trust, collaboration, and alignment: key ingredients for both thriving teams and great business results. Here’s why CQ is crucial: #1 For Leaders: they set the tone for communication within their teams. If a leader lacks CQ, they risk alienating team members, failing to inspire, or unintentionally creating a culture of fear or confusion. Leaders with high CQ can tailor their messages to motivate diverse individuals, navigate difficult conversations with grace, and build an environment where everyone feels heard and valued. #2 For Team Members: in a team setting, CQ helps individuals collaborate more effectively. When team members understand each other’s communication styles, they can avoid unnecessary friction and build stronger relationships. High CQ also empowers individuals to voice their ideas in ways that resonate with others, fostering innovation and mutual respect. Understanding what high CQ looks like (and what it doesn’t) is key to developing this skill. Let’s explore some examples and anti-examples. Examples of High CQ Behaviors: – active listening: truly hearing what someone is saying without interrupting or jumping to conclusions to soon, – tailoring messaging: adapting your tone, language, or delivery based on the audience. For instance, explaining a technical concept in simple terms for a non-technical stakeholder, – understanding in action: acknowledging someone’s emotions and needs before moving to problem-solving. For example, saying, “I can see this situation has been frustrating for you” before diving into solutions, – clarity in feedback: providing constructive feedback that is specific, actionable, and framed positively. And what’s even more: giving people space to take it in and make a decision what they want to do with it (take or discard), – proactive negative conflict resolution: addressing misunderstandings early rather than letting them grow and eat people alive. And remembering that not all conflicts are bad (actually a fear of conflict is one of the 5 Dysfunctions Of The Team by Patrick Lencioni). Anti-Examples of Low CQ Behaviors: – interrupting or talking over others: this signals a lack of respect and can shut down meaningful dialogue. It also means that you don’t care about the other person, or anything they say or think, – one-size-fits-all communication: using the same approach for everyone without considering individual preferences or needs. There’s only 17% of chances that the person next to you prefers your communication base. That’s why listening and tailoring is so important: to get the stakes higher than that, – ignoring non-verbal cues: overlooking body language or tone that suggests someone is uncomfortable or disengaged. We have 4 things we can observe: mimics, ton of voice, gestures and posture. Ignoring those non-verbal imformation is going to cost us a lot, – defensiveness in feedback: reacting negatively when receiving constructive criticism instead of seeking to understand, ask more questions, be curious about what the other person wants to say to me, – avoiding difficult conversations: failing to address issues directly, leading to confusion or resentment. And the further it goes, the worse it becomes: it’s really difficiult to stop the huge snowball. So what we can do to avoid those anti-examples? Use PCM to Build it! One of the most effective tools I use when working with leaders and teams on CQ is the Process Communication Model (PCM). PCM provides a framework for understanding different personality types and their communication preferences. It’s like having a map that helps you navigate the complexities of human interaction. So why PCM is a good idea to support buildling a high CQ level? It gives you bigger self-awareness: start by identifying your own dominant personality type. This helps you understand your natural communication style and potential blind spots. With whom it’s super easy to go with and when it will be a bigger challenge. It equips you with higher ability of observation: pay attention to the verbal and non-verbal cues of others to identify their preferred communication style. For example: – A Thinker might appreciate detailed agendas and logical arguments. – A Harmonizer may respond better to warmth and emotional connection. It gives you a reason to adapt more: tailor your communication to match the other person’s style. If you’re a Promoter speaking with an Imaginer, slow down and give them time to process rather than pushing for immediate action. It shows you how to practice under stress: PCM also teaches us how stress impacts communication. For instance, under stress, a Thinker might become overly critical, while a Rebel might resort to sarcasm and manipulation. Recognizing these patterns helps us respond constructively rather than

Czytaj dalej

29 November 2024 No Comments