Archive for month: September, 2013

Where the ‘L’ has loyalty gone?

26 Sep
September 26, 2013 Loyalty can be defined as “Faithfulness or a devotion to a person, country, group, or cause.”  Apple customers are often referred to as being loyal, as are customers of John Lewis and Waitrose.  In our business world we expect loyalty from our employees but do we operate our business with the same values or are we in danger of creating a dichotomy where we demand loyalty from our employees but encourage them to treat customers with disdain? Story I’m a boring customer.  I tend to pick Read more [...]

Seven steps for successful joint collaboration

19 Sep
September 19, 2013 Few businesses are so vertically integrated that they can do absolutely everything.  For most, there is the need to explore collaboration with other organisations in order to achieve their strategic goals. But what happens when multiple organisations require the same learning and development solution? How can they jointly collaborate to achieve a common goal, ensure robustness of design and save money at the same time? Story In a previous post I urged businesses to seek out common areas Read more [...]

The proverbs of learning and development (10-12)

12 Sep
September 12, 2013 In previous posts I’ve taken you to a slightly lighter but equally stimulating place and explored the application of proverbs for today’s Learning and Development professionals.  I’ve already covered six examples and here are another three for you to enjoy. In this post I’ll explore the following proverbs (starting at number ten, because you’ve already had numbers one through nine): 10. One man’s meat is another man’s poison 11. He who pays the piper calls the tune 12. Actions Read more [...]

Why we must learn to love change

05 Sep
September 5, 2013 Do we really love change or do we treat it – as Kipling would say – as an impostor? Learning to love and manage change effectively is critical for success but it’s not something we necessarily do that well.  According to data from the Learning and Performance Capability Map only 37% of respondents felt able to measure their change management capability, resulting in just 8% of all respondents feeling they were at the highest level of competence – level 4 - and 18% of all respondents Read more [...]