Managers as Lifelong Learners

Managers
as Lifelong
Learners
How to build a
learning organization

TABLE OF CONTENTS
Introduction ................................................................................................................................. 3
Building Talent In Your Organization........................................................................................... 6
Goal Alignment......................................................................................................................... 7
Skill Development................................................................................................................... 10
Talent Mobility ........................................................................................................................ 13
FAQ Related To Organizational Learning Strategies ................................................................ 16

INTRODUCTION
Practical experience is great, but sometimes formal training and development is still necessary
In the long run, the only sustainable competitive advantage an organization has is its ability to learn
faster than its competition. Effective managers realize that they cannot leave school as “A Manager-in-
a-Box” and never look back. They need to be lifelong learners ready to engage a lifetime of business
challenges. Many people will agree that practical experience is a great way to learn. In fact, if you’ve
been around the block a time or two, the old adage “experience is the best teacher” is probably
anchored in your mindset. When I reflect on my business training and development through practical
experience I always find Will Rogers’ perspective insightful, but also at times, troublesome.

Why troublesome? There is definitely a negative impact on individuals and organizations
when continuing education is downplayed or, even worse, when formal training and
development is completely discontinued. Let’s face it, formal training and development is
often necessary. When you hire employees, it would be convenient if they would be adept
at every skill the job requires or will require in the future, but that’s not realistic. Demands
change, so businesses have to adapt quickly, which means managers need to take on a
growth mindset. Managers with growth mindsets believe that they and their teams can
learn, change, and develop new skills as needed. They focus on building talent within their
organizations.

“Old dog, new tricks, no problem!”
Once asked to write a full story in just six words, legend has it that novelist Ernest Hemingway
responded: “For Sale: baby shoes, never worn.” I can express my full personal story in just six
words: “Old dog, new tricks, no problem!” Those six words explain my approach and attitude
toward marketing training and development. If you want to grow your personal brand and
career you’ll serve yourself and company well if you dedicate yourself to lifelong learning.
Marketing is as powerfully impacted by ongoing
technological changes as any field. Customer
Relationship Management, Business
Intelligence, Predictive Analytics, Marketing
Automation, Marketing Resource Management,
Big Data, and Social Media are just the
start. By the way, let’s not forget changes in consumer
behavior which often result in new regulations like: Do
Not Call, CAN SPAM, Do Not Mail, Do Not Track, Do Not
Collect, Do Not Deliver Directories and Opt Out, Opt In.
For this reason, CMOs must recognize the importance of
ongoing learning – for themselves and their staff – to
keep up with the latest marketing strategies, technology,
and relevant skills.
You don’t need to be in the training and development industry to realize that paying attention to
your own learning path and the learning paths of your staff members will provide a return on
investment. For example, social media works as a means of connecting entire organizations
with the market. That means new social and communication media involves the broader
learning strategy of your entire organization, and that lifelong learning is therefore central to
the success of your company.

BUILDING TALENT IN YOUR ORGANIZATION
Employees need to be prepared and motivated for the next challenge. Organizations
need the human capital infrastructure in place to give their workforce the right skills to
work on the right projects in the right roles. They do this through a focus on three key
talent management areas: goal alignment, skills development and talent mobility.
1. Goal Alignment: Strategy execution fails in large part due to differing goal
priorities. When your best people spend their valuable time doing a fantastic job
on all the wrong stuff, success will be elusive. Getting everyone on the same
page is a high-impact process.
2. Skills Development: You want your employees to do and build great things. But
are you building great employees? Great employees are built by great managers
who make training and development a priority.
3. Talent Mobility: Moving employees from role to role across leadership and
functional areas is common practice among organizations that understand the
need to quickly transform as business needs change. Talent mobility planning
must strike a balance between the needs of the organization (making sure key
roles have fully developed pipelines) and the employee (your best performers
will leave if they do not see new challenges).
These three processes are tightly intertwined. Talent mobility planning without
subsequent development is useless paper-pushing or wishful thinking. Goal alignment
without talent or development planning might mean you don’t have the people
equipped with the skills necessary to get the job done. Development that’s not driven
by organizational or career goals is likely to go unused and be a waste of time. The
outputs of these combined processes are nothing short of higher employee
engagement, higher productivity and higher profitability for the organization.

Goal Alignment
“There’s something wrong here. Something seems to be out of alignment.”
When something is out of alignment – like your car, your back or a door-jam – you can
feel it. And in most cases you probably seek immediate treatment because the wear
and tear on things that remain out of alignment can be physically, emotionally or
financially painful. The same is true for goal alignment in a company. When goals are
not aligned between employees and managers or among managers, you can be sure
the wear and tear on strategic organizational initiatives will be damaging.
Here’s a classic misalignment story between sales and marketing: A company is trying
to attract more new customers. Although everyone in the company agrees that new
customers would be a good thing, they differ on how to make that happen. Employees
in the sales department want a strategy that will uncover a “qualified, ready-to-buy right
now” sales lead. The marketing department too is interested in generating more leads
for the sales department, but the marketing department’s managers are focused on
preliminary steps such as what will attract more viewers to the company website and
what will engage more of those viewers to download information from the company
website or call and inquire about the services the company offers. The marketing
department’s efforts will not bear fruit overnight, but in time, the department expects that
the cultivation of prospects will generate higher quality sales leads with faster sales
cycles.
It won’t take long before those misaligned goals and strategies start to create internal
friction. You see, the sales department has a monthly quota to obtain and doesn’t
appreciate the longer-term lead strategy. Time and resources spent on nurturing
people who visit the company online seems like overkill to them. As a result, they
might not be willing to support other communication channels that serve the marketing
department’s engagement strategy. In other words, Twitter and Facebook may seem
like a waste of time to the sales department. Marketing therefore ends up working
without the support of sales, which cripples the company’s efforts to lure more
customers. Had the sales and marketing departments been working in sync, they
would have been attracting far more customers in the short and long term.

It’s fairly common for employees and entire departments to be out of sync. If you’re trying
to get a company’s employees to be aligned on its strategic goals, consider the following:
• Solicit input from all levels.
In setting goals, an organization benefits from
gaining the perspective of its employees; not
just hearing their ideas, but giving those ideas
respectful consideration. A company that
solicits ideas, wherever they arise, is a
company where creative achievers want to
work. Why not trust the employee who’s
answering a customer’s call, that he or she
may know an effective way of improving
customer loyalty? To be sure, not all ideas are
worth putting into place. Some are unrealistic
or too expensive, but some could prove to be
useful.
• Consider the company’s culture.
Whether a company’s goals are accomplished
hinges a lot
on the culture
of the company. An adaptive culture will be able to
make changes and grow in the desired direction. A
company with a culture that’s resistant to change
might pay lip service to the goal but in actuality ignore
it. The culture of an organization can evolve, but it
takes a lot of time and in some cases, the arrival of
new staff members. In creating company goals it’s
crucial to think about the dynamics of the
organization. Leaders can have a lot of influence in
creating a workplace culture that motivates, and that
in turn, leads the company to realizing its goals.

• Make sure everyone knows how he or she can contribute.
If you want employees to be focused and motivated, they need a clear understanding
of how their efforts serve the company’s short- and long-term goals. Those goals
should be tied into the objectives for individual performance. Employees want to love
their jobs. If they feel they are contributing to a goal that is meaningful to them, the
chances of them loving their job are far greater. They work hardest when they believe
in what they’re working toward. If only a cadre of top managers is fully versed in and
believes in the company’s goals, the rest of the staff may have little motivation to meet
them. The staff may even resent what seem like edicts from the top.
• Create clear and objective benchmarks for measuring progress.
If there are no concrete measures of progress, it’s tough to inspire employees to meet
the company’s goals. If the goal is to improve customer service, for example, the
company needs some specific measures of whether customers are more satisfied.
Sales are one measure but another might be how long customers are put on hold or
how many times they’re transferred.

Whatever goals an organization sets, they need to arise from the company’s core
values, and those values should be well defined and promoted throughout the
organization. So if a company values integrity, ambition, or respect, the goals they
establish need to be in sync with those ideals. The core values in a company aren’t
simply the promises written on the company website or posted on employee cork
boards, they’re the qualities modeled day to day in interactions between managers and
employees and between employees and customers. An organization’s leaders can have
a lot of influence in creating a workplace culture that motivates, and that in turn, leads
the company to realizing its goals.
Skill Development
“The only thing worse than training your employees and having them leave is
not training them and having them stay.” ~Henry Ford
When I tweet the quote below it’s not unusual for that tweet to get retweeted and
favorited several times.
It’s obvious that this statement by Henry Ford resonates with a lot of people.
Employees really do represent an organizations greatest asset and it’s important to
keep those assets up-to-date with proper training. The pace of technological change
calls for constant expansion of our knowledge base and the skills we bring to everyday
work assignments. Facebook and Twitter, which weren’t even around a decade ago,
are now such critical tools for marketing departments worldwide that if the employees
in the company’s marketing division aren’t savvy about how to Tweet or how to build
their Twitter site, the company is severely limited in its ability to lure new customers.

Companies whose employees are tied to older processes and technology are missing
the ability to mine information through faster and easier means. Employees who don’t
keep up on the latest applications are holding themselves back as they watch their
more competitive counterparts pass them by.
In a lot of professions, such as law and health care, continuing education is required to
keep practicing in the field. In the business world, it’s an unstated rule that employees
keep their skills current. But the challenge to keep up can seem overwhelming. There’s
so much to do as it is and so many deadlines to meet, how can a company and its
individual employees make time for learning and development? Fortunately, learning
can take place on a lot of fronts:
• Conferences/Classes: Employees can take classes or go to conferences and then
share what they learned by hosting a round table discussion.
• Blogs/Articles: Employees should be encouraged to read relevant blogs and articles
and keep professional contacts and associations. New tools and methods pop up
constantly and need to be evaluated.
• Mentoring: Employees can be paired up with mentors within the organization –
people who know more about a particular skill than they do.

• Cross-training: Cross-training or job rotation immerses an employee in new roles or
projects that can dramatically expand their horizons. Stretch assignments are a great
way to challenge an employee to reach out for new abilities in previously unexplored
areas.
These kinds of individual and collaborative learning exercises tend to happen routinely
when you put processes in place and make relevant learning resources available to a
workforce. Training opportunities are often what motivates employees to stay at a
company and attracts new staff members. Most people want to work for a company
that’s using cutting-edge technology and is willing to invest the time and money
necessary to ensure employees are up to speed even as technology changes.
Training does not always have to be expensive. Even with limited budgets, companies can
make learning opportunities widely available. Cross-training and mentoring come at little to no
cost and yet can prove to be incredibly valuable because much of what people learn happens
on the job, not in a classroom or at a conference.
Learning doesn’t simply allow staff members to enhance their abilities. It opens their minds to
possibilities they didn’t previously see. It may even give them renewed enthusiasm for their job.
And a company that goes out of its way to keep its employees trained is sending a powerful
message that it wants all of its employees to grow and believes in their ability to do so.

Talent Mobility
Cross-training for business survival
When I was much younger, I worked as a roughneck in the West Texas oil fields. The guys
I worked with dubbed me “college boy’’ because they knew I’d be heading back to school in
the fall. As you might guess I got to do the manual back-breaking jobs because I wasn’t
trained to operate any of the equipment on the job site. At the time, I thought they had the
easy jobs and I admired their skill, their ability to jump from the driver’s seat of one piece of
machinery to another and operate it with equal skill and ease. That got me thinking as I
stood under the Texas sun about the ability to perform different jobs at the same worksite,
how it made their day go by faster, and probably made them more valuable employees
because of their ability to quickly adapt in a fast moving and often dangerous environment.
Indeed, when Charles Darwin was referring to the “survival of the fittest,’’ he didn’t mean the
strongest or the fastest, but the most adaptable. The species that could adapt would thrive.
In organizations you could argue that the “fittest” employees – the most adaptable – are
those that are cross-trained. In most cases, cross-training is not only good for the employee,
but also for the employer. Cross-training employees is like having a disaster recovery plan
in place: You probably aren’t planning your daily schedules to have employees jump around
among jobs, but caught in a pinch, some employees would be capable and available to fill in
the gaps. In a small business, having cross trained employees could make the difference
between shutting down due to absent employees or staying open. The employee who’s
filling in may also offer insights on ways to improve on how the job is being done.
For an employee too, there are benefits to being able to fill in on a coworker’s job. He or
she knows more, can do more, and becomes potentially better positioned for a promotion or
a lateral move. In fact, knowing another person’s job could make the employee better at
performing his or her regular duties. I worked in sales for years before moving into
marketing. Now as head of marketing, I look at marketing campaigns through the lens of a
sales person. When I’m thinking of a marketing campaign I’m not only thinking about our
brand, but how the campaign will translate to more sales leads for our account executives.

It doesn’t sound like there is any downside; why not just cross train everyone? Not so fast. It
does cost money to implement a well-rounded cross-training program. And there is less
productivity while training occurs. In addition, a poorly implemented program can have
unpleasant consequences, such as:
• Decreased morale-if employees feel that they are in jeopardy of losing their jobs.
• Resentment-if employees feel that they are assuming more responsibility for the same pay.
• Confusion-if employees lose sight of their primary responsibilities.
• Loss of specialized knowledge-if employees spend all of their time learning a little
about everything.
A poorly managed program can also result in dissatisfied customers and possibly
even costly mistakes. Cross-training is not a successful strategy for every business.
But for those businesses where it seems to work the following steps are helpful:
1. Identify the tasks performed for various jobs and designate which ones
could be successfully performed by other employees.
2. Identify who is interested in participating in the program. It may be
counterproductive to force someone to participate. Decide how to deal with this
situation.
3. Cross-train members of the same team. My summer job in the oil fields
demonstrates how efficient teams become when they can step in to do significant

pieces of one another’s work. Also, it’s a natural learning process for one team
member to pick up skills from another.
4. Identify who has the competencies to perform the tasks designated as cross-
trainable in step 1. Specialized skills in some professionals (engineers, scientists,
programmers, lawyers, accountants) may be less available for cross-training than
others. Determine what proportion of team members’ job can be reasonably shared
with others.
5. Apply coaching skills to the process. Cross-training is at the challenging end of the
learning curve, involving major portions of employees’ jobs rather than a task or two.
Those who do the training – whether it is a fellow employee or the manager – need
to understand the appropriate coaching behaviors to apply at each stage in the
process.
6. Reduce workload during training and while tasks are being performed.
Otherwise, the people involved may feel resentful about the process.
7. Recognize and reward employees that have new skills and/or responsibilities.
8. Incorporate the cross-training process into an overall development plan for the employee.
The decision to move forward with a cross-training program is entirely your own, but it’s an
option that should be considered nonetheless. You know your business and you know your
management team. Ask them how they think their people would respond to the program and
weigh your options from there. There’s certainly risk with cross-training, but the rewards can be
substantial.

FAQ RELATED TO ORGANIZATIONAL
LEARNING STRATEGIES
Question 1: How do you improve learning motivation and
participation within an organization?
Enabling employees to succeed in a fast-changing business environment should be
central to every organization’s strategy. After all, when employees are properly
equipped with the right set of skills, they’re best positioned to add maximum value to
both the organization and its customer base. Are education, training, and lifelong
learning for your workforce important to your company? Or do I really need to ask if
your workforce is truly motivated and engaged as learners?
In a typical company, learning nuggets are accessed in clumps in various places, with
all sorts of gaps in between. One or more people in a work group will take advantage of
opportunities and information will be shared with others in the group. Some managers
inform their teams and encourage participation, while others don’t. With the typical hit-
and-miss approach, many employees at various levels never find out about
opportunities to sharpen their skills that would otherwise be available to them. With rapid
changes in technology and business processes, new training can be a matter of
someone keeping a job or being left behind. However, it’s interesting that when
employees hear that they need new training, their first response can often be a yawn or
a grumble. People don’t always see training as an opportunity. Instead, training can feel
like a hassle, like one more thing added to a mounting list of responsibilities.

In order to improve learning participation and motivation try some of the following:
• Have each employee complete a survey regarding his or her learning needs and interests.
• Route the results through the employee’s manager to add items the manager
feels are important either for current or future projects.
• Assign learning resources based on the personalized needs of each employee.
• Provide time on the schedule to complete training, shadowing, mentoring, or other
learning activities.
• Track usage and completion of learning tasks.
• Allow employees to update their learning profiles on an ongoing basis to
reflect their progress and changing needs.
Companies that take the above steps dramatically broaden employee growth and
development across the organization. Usage of one resource – elearning – has been
reported by corporations as the second most valuable training method that they use.
This is no surprise, given that e-Learning saves businesses at least 50% when they
replace traditional instructor-based training with e-Learning.

Question 2: How do you conduct a powerful
and effective performance review?
As soon as I bit that piece of candy I knew it was trouble. Yes, I chipped a tooth and that
meant a trip to the dentist. The process of getting a crown wasn’t that bad though. Then
again, I used noise cancellation headphones to drown out the sound of the drill. I also
asked the dentist to use both Novocaine and Nitrous Oxide. In short, you could say that
I really didn’t want to be there. So where does the phrase “I’d rather go to the dentist
than [you fill in the blank]” come from? What type of task or obligation is so hideous that
you’d rather subject yourself to a root canal than deal with the event? A simple search
uncovered a few examples:
• According to research from an insurance company 39% of women would rather go
to the dentist than talk to their spouse about their daily finances.
• According to a travel survey 54% would rather go to the dentist than sit in the
middle seat on an airplane.
• 40% of Americans think filling out income tax forms is worse than going to the dentist.
• According to a technology company survey 40% said they would rather go to the
dentist than deal with poor customer service.
Where do you stand on the following statement?
“I’d rather go to the dentist than do a performance review.”

For many people this statement rings true. And it’s often the case for both the giver and receiver
of the review! The performance review is a high-stakes conversation for both parties. The risk of
frustration, disappointment and even anger is possible if not approached correctly. How do you
conduct a powerful and effective performance evaluation? How do you approach your own
evaluation? Here are my approach considerations for both sides of the evaluation desk:
Giving
1. An effective boss will not save his constructive criticism for the annual evaluation, but
will be offering feedback throughout the year. Reduce the stress by making your
reviews a process rather than once-yearly events. Nothing in the evaluation should be
a complete surprise to the employee, so if you check-in via brief meetings on a
quarterly basis you can inspire small incremental changes along the way when
needed.
2. Talk about goals and talent development as part of your appraisal. These topics
introduce positive feelings and the sense of working together to develop skills and
align tasks. In addition, find at least one or two aspects of their job performance that
are good and start there. We all need validation. That enables you to come across
as fair and helps the person being reviewed to be receptive to hearing about the
areas that he or she needs to improve on.
3. Tie your performance reviews in with career planning, succession planning, and
leadership development. The review can become a fountain of opportunities, in
many cases, that will prompt employees to participate enthusiastically. But
remember, criticism, even legitimate criticism, is hard to take, so be as diplomatic as
possible in how you word the person’s weaknesses. Make it “you can improve this”
rather than “here’s where you messed up.”
4.Make sure to ask the employees how they feel about their own performance and
ways you could be a better boss to them. A humble boss is a boss people want to
work for and work hard for.

Receiving
1. Recognize the difference between feedback and criticism. Your manager is
probably trying to help you improve for the coming year rather than penalizing you
for the past. And that’s something you want to do, right? So, even if you have been
excelling, try not to go into the evaluation expecting only to be showered with
praise.
2. Listen first and try not to react immediately after hearing criticism. Take a day or
two to absorb it and then get back to your boss with a response if you feel the need
to. Time will allow you to respond rather than react.
3. Look past the critical language to see the basis of the criticism, and strive to
understand it. Try to develop empathy for your boss who has the tough job of trying
to assess your performance. Empathy goes a long way toward helping you be
receptive to what he or she is saying.
4. Use “I” statements to keep things more objective. “What I hear from your feedback
is that I sometimes invite too many people to my meetings.” Couple this kind of
sentence with another “I” statement that suggests specific things you can do
differently. “What I could do is invite fewer people and then provide a summary of
the meeting to my team.”
5. Take advantage of opportunities for setting clearer goals and developing your
skills. One approach is to sit down after your meeting, consider the constructive
feedback, and come up with a few ideas for developing your skills in those areas.
You can then bring those up with your manager.
Criticism is both hard to give and hard to take. We want people to like us. We want to
succeed. So it can be difficult to tell an employee something he or she may be
disappointed to hear and it’s equally difficult to be on the receiving end of that criticism.
But disappointment, even frustration, can teach and can help motivate change. So be
brave and know that, at least evaluations (unlike a trip to the dentist) should not leave
you with the fear of leaving with a fat lip!

Question 3: How do you build a learning organization?
Only small amounts of the learning people do in their jobs takes place in a classroom.
In fact, the 70/20/10 Learning and Development Model based on research by Michael
Lombardo and Robert Eichinger for the Center for Creative Leadership suggests the
following ratios:
• 70% of learning occurs through experience.
• 20% of learning occurs through others.
• 10% of learning occurs through formal training.
Based on the numbers above it appears that on-the-job training is at the head of the
class. However, as a manager you can foster organizational growth and help your
direct reports with career development when you do the following:
1. Do not take a “one size fits all” approach to training. Instead, you need to take the
time to understand what each individual needs, so that you can provide the right
training for the right people.

2. Work with your direct reports to set development goals, and match appropriate
mentoring, job rotation, coaching, and other activities to the goals you set together.
3. Tie development goals to the business goals of your work group, department, or
company. Development is more likely to be taken seriously when clear connections
are made to the goals of your business.
4. Cultivate a culture of learning and development. When managers support
development and follow through with their employees, the benefits quickly become
apparent and other managers and employees follow suit.
5. Look beyond the skills an employee currently has. Many skills are transferable. The
job an employee is currently performing may not be the only fit or the best fit for
that employee.
6. As employees learn new skills, modify the levels of direction and collaboration you
provide. New skills and tasks tend to require a lot of manager involvement.
However, when the employee achieves proficiency and becomes confident, he or
she typically wants a commensurate level of autonomy and responsibility.
Confidence grows with successful adoption of an autonomous role.
If you don’t want your employees to stagnate, it’s important to ensure that they stay on a
learning curve of some kind. Giving them chances for training on a regular basis will
enable them to feel like they’re growing and that could discourage them from looking for
opportunities outside the company.

Question 4: Do mentoring programs work?
In a fast changing business environment do “I remember when” or “when I was your
age” stories have value? My twenty something year old children listen to my stories –
sometimes. My twenty something year old direct reports listen. Of course I also do
their performance reviews, so they might feel compelled to do so. Do you think these
less senior people are occasionally tempted to roll their eyes during some of those
stories? Actually, I’d be surprised if they weren’t because I know I was when I was
their age.
I’m not put off by an occasional eye roll. For me it signals that the message has been
received, and in truth I probably told that story knowing that would be the reaction.
Besides, time goes by fast, meaning it won’t be long before today’s less senior
people have eyes rolling at them. That’s the way it’s supposed to work when you’re
mentoring the next in line.

If you have direct reports what are you doing to mentor them? Mentoring is one of the
oldest and most powerful training methods, and is an essential leadership skill. In
addition to managing and coaching people, it’s important that you can help others learn,
grow and become more effective during their professional development. Here’s what I
loved about some of my past mentors:
1. They didn’t provide all the answers. They listened first, and then asked questions
while weaving in stories to help me see options without choosing one for me. Yes,
sometimes I was tempted to roll my eyes because I just wanted the right answers
now and didn’t want to figure out the moral of the story.
2. They weren’t afraid to let me learn through failure. I can still remember hearing
“Alan, sometimes you just have to let people do stupid stuff.” Now don’t get me
wrong. I know for a fact that my mentor carefully examined the pros and cons of
certain failure. And he wasn’t really calling me stupid. He took stock of the risk and
was OK with letting me learn through failure. And learn I did.
3. Coach + Mentor equal an added bonus. Work often has two dimensions.
The task at hand (how the job should be performed) for which coaching was just
fine. But there can be political elements (how to work with people and functional
areas impacted by an assignment) as well. My coach/mentor’s insight on
interpersonal dimensions was extra valuable.
4. They were lifelong learners and inspirational individuals because they
led by example. They had a passion for learning and sharing knowledge and their
attitude of “the more you give the more you get” was infectious.
My hat is off to our next leaders, and to their mentors. Now, let the story telling
and eye rolling begin.

About The Author:
Alan See
Marketing at Eco engineering, Inc
Recognized as one of the “Top 50 Most Influential Chief
Marketing Officers on Social Media” by Forbes, Alan has also
been voted the American Marketing Association “Marketer of
The Year” for both Content Marketing and Social Media
Marketing. Alan holds BBA and MBA degrees from Abilene
Christian University.
Website:
https://ecoengineering.com/
Youtube:
https://www.youtube.com/channel /UCSZTOk-TyYkdj_ZL5EDe1ig
Twitter:
www.twitter.com/Ecoengineering
LinkedIn:
www.linkedin.com/company/eco-engineering-Inc/
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www.facebook.com/EcoEngineerInc/
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Managers as Lifelong Learners

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