Archive for the ‘Business’ Category

Learning Tourism

Sunday, November 13th, 2011

Professor Stephen Heppell has challenged Christchurch to be the first city in the world that is focused on learning tourism. Indeed, where the whole of the Canterbury plains, as a whole system, focuses on learning.

What would learning tourism look like?

Imagine if visitors emerged from the airport to be greeted to the ‘Christchurch campus.’ They might come to jump start their learning. They may have just finished an online degree and just want to have a place to argue about their ideas. Christchurch could be transformed into a place of scholarship and learning, passion and delight – a place where tourists would come to collaborate, engage and immerse themselves in thinking.

In the past, businesses have focused on ‘training’, appointing training managers to develop, induct, supervise and manage employees. This focus is disappearing, to be replaced with the concept of a learning organisation, a knowledge economy and life long learning.

We have the opportunity to attract people who understand the complex nature of the world and want to explore learning in more depth: “They need to learn to cope with the unexpected – and Christchurch is the perfect place.” People could come to learn strategies for coping with change, to explore innovation and to use information communication technologies to stretch their thinking.

Stephen Heppell quotes England as having 2.2 million jobs that are online. One in seven are working from home. In Christchurch, the number working from home, or connecting online, has increased too. The Christchurch Campus could be the heart of online learning and of online working. With ultra fast broad band focused on learning principles we could provide worldwide expertise in the best models of home hubbing, hot desking and digital collaboration. As new spaces are designed we could become world leaders in flexible design for learning organisations.

What would it take?

For Christchurch to be a world leader in learning it would require leaders across the city and beyond to do things from a coherent systems perspective, following agreed principles of learning: learner-focused, future focused, system coherent and sustainable. It would require educators to collaborate for a greater good and to explore new ways of working across networks. “You won’t do it by rebuilding education in the old way.”

Building on Stephen’s ideas, I think there are some opportunities we should consider:

  1. Set up a Young Learner’s Commission. Get a group of young learners to look around the works and intereview people who are already doing great things in learning. This group would be representative of all student groups and develop an initial structure of student researchers who would listen to the voices of their peers. Learning designed by young learners, for young learners, with input from experts.
  2. Run a series of educational events, starting with a conference, forum or TEDx for ideas to be explored and developed.
  3. Establish an independent learning taskforce to work with the Ministry of Education, Christchurch City Council, CERA and government to develop ideas with all stakeholders. Resource this and ensure that all city developments are made with learning in mind.
  4. The Ministry of Education should set up an innovation learning unit that supports schools to try new ideas and make it easy for them to explore ways of working with each other for the benefit of all students. This should be trialled in Christchurch as a demonstration hub.

We could make a start on this before the end of the year. It will take leadership and commitment – I think it is worth it.

“…and in doing so you could rebuild your city, rebuild your future, rebuild your economy and rebuild the excitement and enthusiasm for learning. It’s a no brainer really.”

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Developing Leadership Talent

Tuesday, June 14th, 2011

Growing talent is for the future is important. For some leaders this means hankering after some dream of employing all the right people. Yet what about those we already employ? What if we spent more time focusing on developing the talent within our organisation rather than wistfully gazing elsewhere and hoping things would change?

Deloitte’s Talent Edge 2020 Survey reinforces the importance of developing leaders within our organisation, and recognises retention, succession planning, career pathways and learning opportunities as important talent strategies. It is increasingly difficult with a diverse workforce to meet the needs of all. Yet having a strong organisational learning culture and a commitment to action helps.  The Deloitte survey found that:

“Companies with retention plans in place are moving beyond anxiety and taking action.”

Retention implies that leaders have found out what is important to their workforce and have designed their learning programs and incentives with this in mind. They have listened to needs, asked questions, adjusted their programs and monitored progress. At the same time they have provided challenge to employees; and engaged their minds as well as their hearts.
Where to start? Move beyond anxiety and take action.

Each day for the next week talk to at least one staff member about how their work is going:

  • What do you enjoy most about your work? Why? (then paraphrase back to check your understanding)
  • What do you find is the greatest barrier in your work (that we can influence here)?
  • What actionable ideas do you have for removing that barrier?
  • What can I do to help?
  • The main focus is on interacting with staff on a regular basis and then following up with action. This is a 365 day of the year process rather than an annual survey – start with one week and keep it going. Retention happens when staff are engaged through having their needs met. And for that to happen leaders need to spend more time listening, and inquiring into staff needs.

    Let’s be clear, I’m not talking about staff always getting what they want, the staff telling the boss what to do, the boss pandering to every staff whim and not having an opinion. I’m talking about the leader of the organisation or team being ‘present’, walking the work environment and developing a deep understanding of those they serve. I’m talking about the leader following up. I’m talking about the leader as a credible influencer of talent.

     

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    Leadership Futures

    Wednesday, May 25th, 2011

    I have been reviewing a Harvard Business Publishing Interview with Marshal Goldsmith, from 2008. I still think it is a pretty good summary of capabilities needed for future leaders. I’m particularly interested in cultural intelligence and how increasingly important it is for leadership. While I was in Singapore this week I met up with researcher Thomas Rockstuhl, part of the team working in this area at Nanyang Business School. He suggested beginners read Leading with Cultural Intelligence to learn more about this capability.

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    Leading community engagement

    Tuesday, April 26th, 2011

    Leading involves listening and exploring possibilities before making decisions. While they may be decisive, they also realise the importance of engagement. I really like the model shown below, developed by the council of the City of Charles Sturt, as I think it shows the many facets of interacting with the community. Leaders need to understand that engagement is not simply working at informing and consulting. To only work at this level is not to engage but to believe you know it all and so only need to check in for affirmation or fine detail. Where leaders understand the many facets of engagement they are able to articulate the level they are working at, who will make the final decision and how the voices of others will be heard and valued.

    I would suggest that this model can be adapted for educational leadership, especially to encourage student voice. Schools often focus on informing and discussing, thinking that discussing = consulting. Yet this is just the start, often being implemented when ideas are well developed. The second stage of consultation sees stakeholders involved in dialogue during the early stages of planning and having a role during the whole process even if they do not make the final decision. Less often, schools focus on students as equal partners, with decisions being made together. And still less frequently are students entrusted to initiate and manage their own work.

    All these levels of engagement are appropriate. When students (and other stakeholder in all settings) have opportunities to be partners in decision making there is a greater chance of commitment and increased opportunities to make decisions for oneself. This is the fine balance between structure and freedom.

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    Christchurch earthquake, influence and social networking

    Wednesday, March 16th, 2011

    A month ago Christchurch was decimated by yet another earthquake. Since then many new online initiatives, discussions and reports have appeared using a range of social networking and web 2.0 tools. The power of social networking has driven some interesting dialogue! Over the next few months this will continue, morph and intensify as we rebuild Christchurch City.

    So in the Storify below I have taken snippets of the journey to date. Social networks enable more power to our people than ever before. As a company that focuses on leadership for the future, we understand that leadership is not about power but about influence. In today’s world we all have the opportunity to influence the future as never before.

    This archive of social networking conversations takes snippets from a variety of social networks and Storify helps bring these together easily. The snippets include information about the earthquake, its effect on education, its effect on businesses, and on the lives of us all. They are stories of corage, hope and possibilities.

    You will see a “load more” message at the bottom – click it! There are several pages of enlightening material, resources and links. It’s worth it….

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    Avoiding the conformity trap

    Thursday, September 9th, 2010

    I’m part of a team working on a two day workshop called Building Future Focussed Schools. It’s a pretty challenging topic and it has me thinking about the whole notion of how leaders can grow the conditions for change to occur. We seem to be so focused on conformity that we are in danger of choking in blah. So how can we move beyond this? Four ideas came to mind as a starting point.

      Team work is not enough. We must question and challenge our own thinking and that of others. When ‘group think’ occurs there will be no forward momentum – “We’re okay as we are! In fact we’re really good so why change?” While organisational coherence is necessary, so is creative tension and challenge. “Challenge is the crucible for greatness” – Kouzes & Posner.
      Over-consultation stymies creation. I’m a fan of involving people to gain deep commitment, and of listening to people’s needs. At the same time I worry that ideas generated from consultation sometimes focus only on the past and present; without building in ways to explore possibilities and to ask “What if…?”. There is the famous quote from Henry Ford “If I had asked people what they wanted, they would have said faster horses.” If we spend too much time in consultation we slow things down, reduce clarity and conform to the average.
      Courage is needed. We live in times where we are pulled back to standards, quality assurance and risk aversiveness. Moving beyond this takes leaders who are strong in their beliefs about learning, have a dream of what could be and can intelligently advocate their position. Courageous leadership is not about the position we hold in the organisation and doesn’t make excuses that those ‘above’ require conformity. “The greater the darkness, the more brightly the candle glows.”
      Learning will happen if we get out of the way. Most schools of today are over-structured and over controlled. What would happen if educators stepped back and let students do more for themselves? Allow them to be expert learners and teach the adults – it’s a reciprocal arrangement that acknowledges the expert knowledge of the teacher. It also acknowledges that students can create their own learning when they engage, collaborate and choose.

    I was reflecting on this as I watched one of the latest TEDTalks from Sugata Mitra, on The Child-driven Education. His work in putting computers into holes in the walls of buildings in Indian villages has had profound results. His latest work goes well beyond this. He has come to understand that children will learn to do what they want to learn to do. Sugata talks about the way in which the learning happened without intervention from the outside.   When the students asked him “How do we do that?” his answer was ” I don’t know that actually…” and he left them to it. They worked together to move their learning forward.

    Sugata Mitra: The child-driven education

    While I’m not yet convinced of the depth of the learning shown in the TEDTalk what I am sure of is that a new idea was tried and has had amazing results. Sugata Mitra didn’t conform to the tried and true. He had an idea and went with it. If we are aiming for future focussed schools perhaps one of the key understandings is to look outside the current realities and explore the possibilities, generate some creative tension and take a giant leap.

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    Will Low Expectations hold us back?

    Saturday, July 31st, 2010

    In my latest online survey I asked the question “What is the biggest challenge for future leaders?” The greatest number of answers were based around the idea of low expectations, relationships and issues to do with people. That was not a surprise since it is the complexity of working with people that is tricky. I was particularly interested in the idea of ‘low expectations’ and what this might possibly mean. I’m wondering whether leaders need to confront issues rather than hoping that the problem will go away and whether leaders need to understand the importance of personal learning conversations. This is about building organisational culture so that people engage in dialogue and discussion that is robust and focused on driving the organisation forward. This implies that leaders have a clear focus on what is important, why it is important and how people might be expected to behave.

    Heifetz, Grashow and  Linsky (2009) describe adaptive leadership as the practice of mobilising people to tackle tough challenges and thrive. I think this is the way to go. Adaptive leadership is needed for the growth of individuals and organisations. Perhaps, to avoid low expectations, future leadership involves:

    • looking for those things that should be preserved and having courage to abandon the expendable;
    • accepting that conflict is a necessary part of the organisation and can be productive;
    • creating a culture of courageous conversations;
    • acknowledging the importance of collaboration, networks and global connections; and
    • building the capabilities of others to lead in adaptive ways.

    This quote from Egon Zehnder (2000) reminds us that future leaders will need to be flexible, future focused and capable of thinking in new ways. “Stability is a liability, not an asset in today’s world. Each new view of the horizon is a glance through a different turn of the kaleidoscope.”

    I’m going to leave the survey open for a few more days so take a few minutes to contribute here. And join the conversation about what the biggest challenge for future leaders will be. Do you agree that it is low expectations and if so what do you interpret this to mean?

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    The Open Door Policy

    Tuesday, February 9th, 2010

    Many leaders proudly talk about the ease with which their staff can access them, but is this really a good thing? There are times when leaders need to get into ‘flow’ – to concentrate on projects without interruptions to thought patterns. So what is the balance?

    Balance may be a personal choice.  However great leaders understand that the team doesn’t have to be involved in every decision. If open door policy becomes ingrained in your organisation the open door becomes a revolving door and inertia results. If it is not addressed the door just spins faster and faster and all you get is the breeze.

    Block out times when you are not available. Close your door, ensure your secretary guards your precious ‘thinking time’ or have some other way of indicating you are unavailable. Remind staff of the process and why it is important.  Then when you are with staff you can give them your full attention. When you walk around your business or learning organisation you can do it on purpose, regularly booking time to be where the action is.  This time should be sacrosanct if you want to have your finger on the pulse. Establish it as one of the ‘rocks’ that gets timetabled into your diary at the beginning of the week, then build the habit of sticking to your plan. Balance being on the balcony (working on the business) with being on the dance floor (working in the business).

    Be clear about when people can see you and how this happens. Don’t make it too hard, just clearly articulated. Leaders need to be empathic, to build relationships and to do what they say they will do. Your way of communicating with others is vital – and part of this is the ability to listen really well and to consider the diverse strengths of your team.

    When communicating with staff be clear about what you are asking them to do and how you will be making a decision. Consider the following four quadrants, from the work of Wilf Jarvis:

    • Quadrant One – I’ll decide.
    • Quadrant Two – We’ll discuss and I’ll decide.
    • Quadrant Three – We’ll discuss and we’ll decide.
    • Quadrant Four – You decide. Call me if you need assistance.

    Develop your staff so they understand which quadrant is being used. This not only builds their leadership capacities and moves them towards interdependence, but also establishes clear expectations.

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    Here and now learners..

    Sunday, November 22nd, 2009

    At the Pegasus Conference in Seattle recently we were lucky to have some school students attending. The discussion was about the needs of 21st century learners, learners of the future, millennial learners… One of the students made the point that they are learning NOW and so we should be focussing on the here and now learners as well as having an eye on the future. The urgency is now to push for the changes that we have been suggesting for some time, rather than something new, some radical change in the way people learn.

    We know what learning is about so why do we persist with irrelevant testing, focus on sitting and listening, and teaching just in case? We are great at talking about learning needs but not so great about practising what we preach. So here is the challenge – go find a student, go find the youngest person in your business …listen to what they have to say about their needs, their experiences, their future. Be curious. Ask questions. Reflect on what they say and what this means for you and your organisation. I am off to do exactly that. Watch this space for further information on reverse mentors and how they can be a great catalyst for personal and organisational change.

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    360 degree feedback

    Friday, September 4th, 2009

    Feedback is an important part of self improvement, especially in identifying our personal blind spots. Many people advocate getting feedback from all stakeholders, with information being fed back for discussion and setting of new goals. There are benefits in this, as long as change is made otherwise stakeholders won’t want to give feedback next time. So any new goals need to be explicitly stated and actively worked on. A mentor or coach can be useful to keep you on track.

    The interesting question I am pondering at present is – should 360 degree feedback be anonymous or not? There are arguments for both:
    Anonymous
    Allows people to express their feelings without fear of reprisal
    Can help focus on the issues rather than the people
    Identified
    Allows for follow up if comments are not understood
    Encourages people to be accountable for their comments

    Should surveys have room for a comment at all?
    Do people speak out more if they can do so in focus groups?

    If you have thoughts about this please fill in a short googledocs survey. I’ll share the results in a couple of weeks.

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