by diane m. ruebling（由黛安·m·ruebling）.pdf

January/February 2007 By Diane M. Ruebling ave you ever been in a study group where you got great ideas but didn’t implement them? Or after a com- pany meeting where best practices were shared, you may have wanted to put one or two into practice, but daily activity and challenges prevented your follow through? You are not alone! This is a common phenomenon for both lead- ers and advisors in financial services. Most people have good intentions and want to implement good ideas or make the changes they know are necessary to grow. But too often the inspiration fades when “hot fires” need to be extinguished and plans to improve move to the back burner. Execution often differentiates the very successful from the mediocre. Years ago, as a new field leader for veteran advisors, I knew I needed to find a better way to get results. Action Learning Teams became the vehicle for my success and for the success of many of my advisors. In my first year as a field leader, I got a 30% increase in veteran productiv- ity. Later in my career, I discovered the power of using the same Action Learning process to develop my leaders. Action Learning Teams can truly make the difference between good intentions and great execution that gets measurable results. What is Action Learning? shown that people will break commitments to themselves—or even their managers—much more easily than they will to their peers. This method Action Learning is a dynamic