A High Tide

One of the greatest things about working in learning is the boundless curiosity of those around you; unfortunately it can also be one of the worst things about our profession too. We are, far too often, enamoured with the latest shiny thing and, as such, open to the accusation that we’re “fluffy” rather than commercial.

Yet our role in business is simple: to make it better. Our job is to improve the quality of our people and make the organisation better at what it does. As Sergei would say “simples”…

So why do we often get it so wrong?

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Trains – going nowhere, slowly

It is the day of the 10th anniversary of the WOW! Awards gala at the Tower of London.  I thought it would salve my anger to write about the train “service” my local train operating company, Greater Anglia, “provides”.  As a  corporate entity it has about as much chance of winning an award as a chocolate remaining in a solid state in a furnace.

Today also saw the annual announcement of the increase in rail fares, 3.1% in January 2019.

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Learning in the new millennial

 

So much written about Millennials suggests that they are turned off by the way generations before them have done things. As someone engaged in professional learning this interests me.

Millennials, it would seem, are more civic and community minded than their predecessors. Lacking the financial security from which their parents have benefitted they are not as interested in a career path as generations before them. Instead, meaningful work, creative outlets and immediate, interactive feedback mean a lot. One only needs to look at a random selection of start-ups  to see this behaviour in evidence.

What does this mean for those of us now who work in more traditional institutions, based on and run by baby boomers or Gen X-ers? It’s an important question because bigger and slower moving organisations still need to employ, engage and retain millennials.

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Look Who’s Talking

The dread of delivering a presentation dogs many of us. There are few who actually relish the prospect of public speaking. Nevertheless, we put a lot of pressure on ourselves to be brilliant. We mustn’t mess up, must be the expert, must be impervious to doubt, and meet any challenge with a flawless response. Intellectually we recognise that these are unrealistic aims but we still pressure ourselves to be perfect. This striving for perfection is not helpful for myriad reasons, not least because it puts you at the centre of every situation; and guess what? You’re not.

Whenever you’re delivering a presentation you are the least important person in the room.

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