Author: Frank Clayton

They’re not Millennial’s they’re people!

Don’t ask when people were born, or if they are Millennials. As learning leaders and coaches, our job is to harness people’s energy, to stoke that inquisitive fire and create an environment where those people can test their metal and hone themselves into something more than they currently are.

Let’s be clear from the outset, I love technology – it’s exciting, cool (two things I’m not), saves time, keeps us informed and offers us unbridled access to the accumulated knowledge of humanity at the touch of a button.

My worry is that we’re developing such a thirst for the speed of interaction, like a hit of adrenaline that we’re missing out on the richness of the experience and the value it can bring.

Don’t worry, I’m not about to launch into a diatribe about the evils of Facebook – although I do think there’s a case to answer – what I worry about is this trend for “liking”, “tweeting” and “sharing”, rather than reading and understanding!

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An end to altruism

A colleague of mine recently shared an article by MindGenius titled “Poor Management Training is Holding Back the Economy”.

It focusses on the results of a survey carried out amongst senior decision makers working for small businesses in the UK and contains the usual plethora of damming statistics and hyperbole about the lack of management development available and the quality of that which is.

Of those surveyed 87% thought employers should be doing more to develop management and leadership skill, 91% thought schools and universities should do a better job preparing students for leadership roles and only 3% thought that UK companies had world leading managers.

Add to this the oft quoted $14 billion that our cousins in the US spend on leadership development each year and it’s a wonder anyone who works in L&D ever gets through a performance appraisal!

And yet, if you asked those same senior decision makers what were the most critical roles in their organisations, the ones absolutely vital to its success, what would they say – and could they support the statement with evidence?

My guess is they could not. In fact, I’d suggest that most organisations, large and small, are in a similar situation. Do they have an opinion? I’m sure they do. Do they have any data to support it? That remains to be seen.

So, to the 87% who think employers should be doing more to develop management and leadership skill, I commend your altruism. I also wonder if you invest money in an equally haphazard way when paying to develop other key resources and infrastructure.

We need to stop banging this particular drum and create a more focussed approach to development – and that approach starts not with the people but the organisation.

Learning leaders everywhere need to help their organisations be more measured and strategic in their approach to development. Here are five steps to get you underway.

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It takes a village…

‏In the short time since I last submitted a blog it seems the world has taken another step along the path to crazy. The scandals of Weinstein, Westminster, and Spacey et al say nothing good about the world in which we live…

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Construction: it’s learning to be better…

I couldn’t imagine doing anything else, and yet, I have a dark secret – I work in construction!

I chose a career in learning because people fascinate me.

We are unique as a species in our capacity to develop and grow and I’m privileged to have been a part of that journey with many amazing individuals. I get paid for doing something that fills me with joy.

I couldn’t imagine doing anything else, and yet, I have a dark secret – I work in construction! As we all know this is an industry with a reputation for training people, not developing them. A place for you to carve out a living if you weren’t quite good enough…

Well dear reader, I humbly beg to differ; my experience has been of an industry striving to innovate and improve, one aware of its shortcomings, operating in the toughest of circumstances and doing all of that with a smile on its face and a steely determination at its heart.

Changing that perception will be tough but it’s not impossible and if we continue to focus on the areas below that change may happen sooner than you think…

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Vive La Difference

Great leaders aren’t afraid to embrace peoples differences – and my grandma has a genius way of remembering why!

My Grandmother, may she rest in peace, had a saying: “If everybody liked the same thing, everybody would have fancied your Grandad!”

I mention this only because I’m struck by the continuing belief that in order to be a great leader you must treat all your people the same – and a fear that if you don’t you’ll be castigated in the name of equality.

This was brought sharply into focus for me recently whilst watching a training session where the group was asked if it was ever acceptable to discriminate in the workplace. After a slightly awkward silence the group responded dutifully that it was not – only to be told by (the fantastic) Chrissi McCarthy, of Constructing Equality, who was leading the session that, not only is it okay, but that they’re already doing it…

The shock was palpable…clearly this was some kind of mistake. This was a group of seasoned professionals with many years’ experience and a great deal of success under their belts. We wouldn’t – we couldn’t – possibly discriminate…except that we do. As professionals we are paid to make discernements and differentiations all the time.

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The Apprenticeship Levy: A Taxing Opportunity

Is your business ready for the Apprenticeship Levy? How can the recent changes to apprenticeships benefit your business and help you to build organisational talent?

This April see’s the launch of the government’s Apprenticeship Levy, a tax on businesses to support the funding of apprenticeships and, more importantly, their growth as a means to bridging the significant skills gap in UK Plc.

The levy will be paid by any business with a payroll in excess of £3m per annum with their levy contribution being calculated as 0.5% of the aforementioned figure. These contributions will be taken each month by HMRC and placed into a digital account for use – by the organisation – on the training and assessment of their apprentices.

If these funds are not utilised within a 24 month period they will expire – meaning the employer can no longer use them – and be transferred into a general fund for apprenticeships.

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