At Vmax, we are deeply committed to learning – our own, and that of our clients.
We invest in our own development every year through regular team development sessions and the individual pursuits of knowledge, learning and insight that each team member commits to. Our sessions are thought-provoking, energising, and create the opportunity for us to reflect, challenge, and grow as individuals and as a team.
One of our areas of exploration this year focused on learning itself.
- How we learn, what helps learning stick.
- What enables people to translate insight into action in the workplace.
Through that focus, we have enhanced our understanding of experiential learning and how to embed that into the design of our work.
We’ve learned how to structure the process of reflection in a way that builds awareness, supports behavioural change and accelerates performance.
We’ve developed strategies that embed accountability and help learning translate to action quickly and sustainably.
We’ve also reflected on what we have learned through the work we have done with clients. Here are three standout insights from that reflection:
the power of action learning
A significant proportion of the client work we’ve delivered this year has been designed around a model of experiential learning. This learning-by-doing approach is incredibly effective. Participants bring real challenges or opportunities, use models and frameworks to explore these, take action in their own teams, and then reflect together on what happened, what worked, and what could be done differently.
It’s a process that builds confidence, raises performance and leads to tangible business outcomes.
insight matters
The pace of change and the competing demands on leaders make it very difficult to prioritise time to think. And yet, the space to stop and reflect, to generate true insight about yourself, your team and your contextis essential.
Our work often starts with insight. We use feedback tools, diagnostics and facilitated sessions to help individuals and teams see themselves more clearly.
These approaches generate powerful insight that helps to sharpen focus and align intent across the team.
Our support is then targeted based on this insightensuring that development is focused, relevant and practical, with a clear path to follow.
feedback unlocks performance
In many of our client engagements this year, we have helped teams learn to give and receive feedback well.
We know from researchand our own experience, that high-performing teams give each other feedback that is honest, constructive, and timely. But most teams need help to develop that skill.
We have supported teams with frameworks, tools and approaches to embed feedback in their daily practice. This is often cited as the single biggest shift that has helped teams to improve trust, accelerate performance, and grow together.
conclusion
There are more we could share but these are the three that have had the biggest impact for us and our clients.
If you are thinking about how to embed more learning in your team or organisation, or how to support behavioural change in a way that really sticks, please do get in touch.
