All posts by Graham

The line manager has the biggest impact on learning activation

An excellent blog post here, summarising the role the line manager plays. It’s been clear for over 2 decades that the line manager has a bigger impact than trainer or participant. And yet few line managers have the support they need to enable them help their people turn new learning into new performance.

Which is where we come in … use TransferLogix from Learning Transfer Solutions to enable your line managers apply best practice in helping their people activate new learning.

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Leading with love

I’ve just written this blog with Giles Hutchins, author of The Nature of Business, a good read for anyone who wants a more innovative and agile way of staying in business.

Here’s the intro, follow the link to his site for the full blog.

In 1986 the average knowledge worker carried in their heads 75% of the knowledge they needed to do their job. By 2006 the average had dropped to 8%, today it’s around 5%, and within 10 years the average will be 1%. (ref. Carnegie-Mellon rolling study by Robert Kelley).

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Integral Leadership and the Integral City

Join me when I present at an online conference on the future of the City, organised by Marilyn Hamilton. A central theme of the conference is the role of business, as one of the core stakeholders of cities, and part of the lifeblood of the city. http://www.integralcitycollective.com/fe/27589-about-the-conference

I will be talking about integral, participatory and distributed leadership as one of the critical enablers to creating a viable future. In particular I will focus on the twenty-somethings, those now entering the workforce, who will be retiring in 2050; the line in the sand adopted by many as the deadline (more…)

2050, the future we want to have

I believe we are at a crucial crossroad. How we in the world of enterprise, from individual consultant, non-profit, social through to typical multinational, deal with the paradigm changes coming with the coming resource limits, climate change and economic crises will create either a positive, viable future that we want; or the one we would not wish on our worst enemy.

Below are the key pillars needed for the world of enterprise, all forms of enterprise, to effectively create the future we want.

  • Distributed, full-spectrum leadership.
  • Effective dialogue processes.
  • Economic sense based on a viable future system
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From learning and development to performance development: a paradigm shift

 

Business leaders care about results,

and the individual performance that delivers results.

They invest in order to increase performance; and should only invest in people development when this is a demonstrably effective step to better performance. Performance growth is the primary output that L&D must deliver, and should be measured against. This means a paradigm shift in what most of today’s L&D departments do, including their reach across organisations.

Changes in on the job performance is what L&D is really (more…)