It may seem counter-intuitive, but the best way to lead in a time of accelerating change is to keep the foot on the accelerator. Which accelerator? I call it the learning accelerator. When performance is measured and communicated, performance accelerates.In a time of accelerating change, leaders need to enable people to adapt quickly by introducing learning loops throughout the organization. Successful learning loops have three qualities: They are based on clear metrics and targets; they are monitored on a regular basis by groups empowered to make change; and the communication is immediate. Effective leaders not only arm people with the skills and tools to continuously learn, adapt クロエ 店舗 and navigate change effectively. They also weed out hidden ignorance loops that impede the organization from learning.Don Winkler, the former chairman of クロエ 財布 Finance One Corporation, tells an interesting story about accelerating the learning. Winkler was assigned the task of managing the subsidiary of an American bank in Greece. When he arrived in Athens, he discovered the bank was in deep trouble. Scores of customers were closing their accounts, appalled by the poor quality of customer service.Winkler knew he had to change the banks culture. He also knew that in order to be successful he needed to get the banks Greek executives and employees fully engaged and committed to making the change happen.Winkler convened several brainstorming sessions. Initially, he encountered resistance, especially among the Greek managers of the bank who resented the outsiders intrusion. But Winkler kept at it.After the tenth brainstorming session, the executive team came up with a plan. The Greek bank president decided he would move his desk into the middle of the lobby. This would symbolize the banks new commitment to customer service.An advertising campaign kicked off the event. Customers came to see the bank president sitting at his desk as they came through the doors. But as Winkler recounts it, then something surprising happened. The Greek president heard customers complain first-hand. He was shocked by the level of vitriol directed at the bank. We must do something, he told his executive team. Immediately.The bank president ordered a new customer complaint tracking system. He insisted that all employees be trained to respond immediately to customer concerns. The bank president personally presided over the customer service クロエ バッグ team. As the level of customer service went up, the banks business was revitalized. In less than six months, the banks customers were singing the banks praises. In less than five years, the bank realized a 5,000 percent increase in profits.The key in Winklers story is that employees were engaged in an accelerated learning process. Winklers ideas worked because he understood that employees could be agents of change only if they were given the knowledge and the means to invent the change themselves. as Winkler says, they alone could identify the continuing sequence of small changes that add value, enhance efficiency, build competitive leadership and increase profits. They alone could accelerate the learning.Article Directory: management books: Leading at Light Speed - Build Trust, Spark Innovation, and Create a High-Performing Organization. For expert strategic planning consulting check out LRI's executive consulting using the Six Rings Model.