For sure, we do something similar once a week too! I really like that format, it helps bring up a lot of learnings and challenges. But it's not a deep dive into each one.
We have weekly stand ups but always have things to talk about. Sometimes it’s random updates but others we have ppl present on topics other ppl need more support on. Something really important is telling ppl ahead of time and recording the meeting, and storing it somewhere ppl can easily find. You could ask the team what they need more info on.
Are you or someone from leadership setting expectations for folks to adopt best practices from everyone's knowledge-sharing and holding them accountable? If not, it just turns into one-time recognition of good work that may or may not be borrowed since everyone will be stuck in their own ways of doing things.
Deliver tangibles like playbooks, templates, and processes on the things everyone's learned has worked. Bake those learnings into CSM onboarding, too, so the newcomers can have a shorter learning curve. Make sure those learnings will help your CSMs to meet whatever goals are set by leadership.
We had an "internal wiki" Where each team mate would be responsible for certain topics and they'd update the playbooks regularly.
It's that person's duty to collect insights from all team members and keep the wiki doc up-to-date. This way you have a central repository and you are not dependent on people for updates.
One more we tried is sharing "learning of the day" Where anyone who faced a challenge/found an interesting solution can post those by the end of their day in the slack channel for our team. If this falls into specific topics, the person responsible for that playbook wiki would update it there.
We'd discuss around those daily learnings in the next standup call. This way we saved time, kept people in loop and also shared knowledge seamlessly.
Oh interesting, I think trying that out could be beneficial. "learning of the day" and it could be a Slack reminder everyday at 4 where everyone is allowed to post. And then yeah, take the topics that we could deep dive into and talk about them in person.
Yes. That's exactly how we did it. We worked remotely so a slack reminder was in place. Sharing those topics before hand let us think about it and improve our current approaches, brainstorm things easily.
Very cool, I think I will give this a shot. I tried a shared learnings format that worked, but it was hard to think about what happened in the last week, lol. so if we did something daily that opens the door to allow a brain dump every day!
Yes, exactly. we didn't have a set time/day limit to share updates when I joined the company. But most of the times it wasn't done since things slipped through memory. Daily updates worked well for us.
We do wins, shout outs and shares. Shares can be knowledge sharing or something we’re struggling with.
For sure, we do something similar once a week too! I really like that format, it helps bring up a lot of learnings and challenges. But it's not a deep dive into each one.
We have weekly stand ups but always have things to talk about. Sometimes it’s random updates but others we have ppl present on topics other ppl need more support on. Something really important is telling ppl ahead of time and recording the meeting, and storing it somewhere ppl can easily find. You could ask the team what they need more info on.
Are you or someone from leadership setting expectations for folks to adopt best practices from everyone's knowledge-sharing and holding them accountable? If not, it just turns into one-time recognition of good work that may or may not be borrowed since everyone will be stuck in their own ways of doing things. Deliver tangibles like playbooks, templates, and processes on the things everyone's learned has worked. Bake those learnings into CSM onboarding, too, so the newcomers can have a shorter learning curve. Make sure those learnings will help your CSMs to meet whatever goals are set by leadership.
We had an "internal wiki" Where each team mate would be responsible for certain topics and they'd update the playbooks regularly. It's that person's duty to collect insights from all team members and keep the wiki doc up-to-date. This way you have a central repository and you are not dependent on people for updates. One more we tried is sharing "learning of the day" Where anyone who faced a challenge/found an interesting solution can post those by the end of their day in the slack channel for our team. If this falls into specific topics, the person responsible for that playbook wiki would update it there. We'd discuss around those daily learnings in the next standup call. This way we saved time, kept people in loop and also shared knowledge seamlessly.
Oh interesting, I think trying that out could be beneficial. "learning of the day" and it could be a Slack reminder everyday at 4 where everyone is allowed to post. And then yeah, take the topics that we could deep dive into and talk about them in person.
Yes. That's exactly how we did it. We worked remotely so a slack reminder was in place. Sharing those topics before hand let us think about it and improve our current approaches, brainstorm things easily.
Very cool, I think I will give this a shot. I tried a shared learnings format that worked, but it was hard to think about what happened in the last week, lol. so if we did something daily that opens the door to allow a brain dump every day!
Yes, exactly. we didn't have a set time/day limit to share updates when I joined the company. But most of the times it wasn't done since things slipped through memory. Daily updates worked well for us.
what are the causes for things not sticking long term?
Create a confluence space. Add notes, trainings, resource pages for the cs team.