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> And I keep pushing my team to learn new stuff and educate them whatever I learn. This is likely a big part of the issue. You can't make them learn. > Just t
by oxryly1 11y ago
> And I keep pushing my team to learn new stuff and educate them whatever I learn.
This is likely a big part of the issue. You can't make them learn.
> Just to let you know I constantly keep asking for feedback from my Reporting managers and my team and keep on improving.
Wow. Chill out. No need to harangue people to get your job done.
I'd say to adopt the role of team "anthropologist" and spend some time with them just observing. Take notes on how they behave, communicate, work together, etc. After a few weeks (or months) of this you'll have a very different view.
- Consultant32452 11y ago>This is likely a big part of the issue. You can't make them learn. This is one I struggle with a lot. I love learning and if someone shows me something new I think they're awesome. Almost no one is like this. Most people don't give a shit about learning and just want to do what they've been comfortable doing for years before you came along and "messed everything up" by trying to create some progress in the way stuff is done.
- sportanova 11y agoJust because someone isn't interested in what you're interested in doesn't mean they hate learnig
- awinder 11y agoThere's usually a big leap between "my team doesn't want to be taught by me, the manager" and "my team doesn't want to learn". And "you can't make them learn" leans more towards the former. If you want your team to learn new things, there's a number of ways to do that which don't involve coming across as "I'm going to teach you all the things you're not doing right", which oftentimes is a pretty destructive way that this gets communicated.