Training that forms new habits - that would make a change!

Training that forms new habits - that would make a change!

One of the great failings of training in organisations is that far too often it doesn’t lead to the behavioural change that is either desired or required. For anyone who has been around L&D for any length of time, this is hardly a revolutionary statement. What is the typical organisational response? Often, it has been to change the training. Find the latest new technique and try that. However, there is a much bigger issue at play here that holds the key to whether investment in behavioural change pays off or not.

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A blueprint for the future of L&D?

A blueprint for the future of L&D?

In theory, the case for a strong Learning & Development function has never been stronger. The modern day workplace is characterised by more disruption and change than ever before and the pressure for improved business results has never been stronger. By definition, therefore it is vital that people at all levels keep learning, adapting and improving to keep pace. However, this mission critical importance is not reflected in the perception, impact and standing of the majority of Learning & Development functions...

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Hang on a minute, haven't we been here before...

Hang on a minute, haven't we been here before...

Is it just me or is there an ever increasing number of schools of thought on how to manage the human psyche in the workplace? Many years ago, and with the publication of Daniel Goleman’s book, it was Emotional Intelligence. Then NLP (Neuro Linguistic Programming) became popular. Now mindfulness is very much in vogue. As is managing unconscious bias. Not to mention Neuroscience. So what’s next?

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If you are going to do it, do it right - Developing Sales Capability

If you are going to do it, do it right - Developing Sales Capability

For too long, training and development has suffered from being seen as a ‘nice to have’. In many cases, it is the first budget to get cut when the purse strings are being tightened. Now I know, given what I do for a living, I might be slightly biased but I don’t get it! Firstly, organisations are made up of people. Secondly, most of these people are constantly being asked to do what they do better, cheaper and faster and finally, no-one is the finished article (or at least no-one has admitted it to me!).  If this is the case, surely boosting the motivation, skill and confidence of an organisation’s people – which is what development is all about - is pretty fundamental.

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Three Steps to Behavioural Change Heaven

Three Steps to Behavioural Change Heaven

I am sure we have all seen statistics that show that most change initiatives fail because of issues to do with a lack of acceptance of change or a so-called human resistance to change. 

Why is it so surprising? The reasons people don’t like change are obvious. It is inherent in the human psyche. We have coined the term ‘comfort zone’ to refer to the boundaries of what is comfortable for us. Change, by definition, usually takes us outside our comfort zones so hey presto, we are uncomfortable! It’s not rocket science!

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Lessons FOR sport FROM business

Lessons FOR sport FROM business

A huge amount is written about what business people can learn from great sports people. In fact, entire post sporting careers have been built on speaking engagements that pass on the insights from sporting success to the workplace - much of which makes good sense. However, being a champion of good business practice and a self-confessed sports nut, I wonder if we can invert this and look at the lessons managers in sport can potentially learn from managers in business. 

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