The PMA Blog

It was 1984 when Kolb developed this model, and 1994 when I learned about it.  Like many humans, I use tools or practices for a while and even when I'm getting great value from them, I simply stop doing what works at some point.  What IS that??  No idea what causes this, but it's insidious in its ability to undo all the good stuff we develop as habits.  The only thing I have found to combat this effect is going back to journals I have written for over 30 years. 

In my latest perusing, I found the several-year practice of using this learning cycle to speed up my learning during the early days of starting a business.  It was an overwhelming time and I needed a process to assimilate all the new experiences I was having. 

Many people hesitate to speak up in team meetings because they worry about being judged, lack confidence, or feel unsure of how their contributions will be received. Sometimes, it's a fear of disagreement, or maybe they feel overshadowed by more dominant voices or find the group dynamic unwelcoming. Cultural factors, like different communication styles or even language barriers, can add to the challenge. Other times, people stay quiet simply because they don’t feel connected to the topic or aren’t clear on their role in the discussion. Whatever the reason, these factors can all contribute to an environment where only a few voices are heard. In today’s post, we’ll explore some practical tips to help you build confidence and find your voice in meetings, so you can start sharing your ideas with ease.

Over the years, I have heard the same story from leaders I’m coaching or training. They have a person on their team who is a “high achiever”,  but who just gets into trouble when they're communicating with others or dealing with sticky emotional situations. They spend their time as leaders patching things up and apologizing for them, often finding themselves at a loss for taking their high performers to the next level. “That’s just Chris being Chris.” Sound familiar?

Hello, training leaders! Recently, I bumped into a nursing leader who remembered me from programs I conducted for her client many years ago. It was heartwarming to hear that she insisted her front-line managers experience the program because she's a "super fan"! Knowing that she still uses the tools and techniques we taught her as a new manager made my day. It's moments like these that remind me why we're so passionate about this career—making a real impact in people’s lives.

We all know that delivering effective training is just half the battle. The real challenge lies in making sure that the knowledge sticks with your learners long after the training session ends. If you worry that your programs don't have that stickability factor, don't worry—we've got you covered!

It's no secret that leadership is like walking a tightrope. It requires balance, focus, resilience — and let’s be real here — a whole lot of courage. You’re leaders are constantly caught between mapping out strategies and managing the emotions that come with them.  

Allow me to introduce a coaching client whose name has been changed to protect the . . .ok maybe not innocent, exactly.  Alex is a leader who could give a computer a run for its money with his analytical thinking. His decision-making process? Always rational, always precise. Emotional considerations? Not so much. Over time, his team started to feel as though they were just cogs in a machine, not valued contributors with ideas, feelings, and ambitions of their own. As a result, his "think-first, feel-later" approach led to mounting frustration and disengaged employees, so his director asked him to get some help from a coach.