Regarding quotes, I like the Darwin (or not) survival of the most adaptable... and love Churchill's "We must take change by the hand or rest assuredly, change will take us by the throat."
I try to point out to senior leaders that learning is a natural constant in our own lives as we must learn and adapt to improve, so why on earth would it not be the same for organisations!
You said "Just think what else we can achieve when we point ourselves in the right direction!" So true and here's hoping for a great 2021 for all.
A great read Robin and I couldn't agree more with your thoughts on EI and Org culture and leadership responsibilities re empathy.
We constantly push the same thinking by asking people to adopt our Moccasin Approach, to see things from the shoes of the other person or people. As you say, "empathy is going to be the biggest driver of success as home working and artificial intelligence continues to be more prevalent over the coming months, years, and beyond." Spot on!
Thank you for the article, Caroline. A most thought-provoking topic.
From personal experience, I believe that online has worked because it had to, and as you say, "the pandemic has been a huge factor in the wider acceptance of online learning as a viable training tool."
Has online learning improved over the years? Yes, hugely. Will it continue to improve? I am sure it will. Will it replace face to face entirely? No, definitely not. The driving instructor, the hand skilled crafts such as surgeons are examples of necessary face to face events.
However, there is also a growing surge of "Get me back into work", "back into a classroom", "get me back with people" and so on. This is because we humans need others, we "need" that feeling.
Our organisation calls that feeling "Felt Presence" (not the psychological meaning), but more the wholeness of being with and interacting freely with other attendees (not hindered by audio interruptions and the many impacts they have)", that almost tacit feeling, something many can not put into words.
In short, we must keep that question of what medium is best suited for this solution when everything is balanced out? Such decisions should not be purely finance-driven!
We MUST be keenly aware of the human need within that balancing act and, our belief, from the requests of most of our clients, the need for that "felt presence" will have a big impact on online or classroom decisions.
Nigel, a great read and one that I hope will send a few ripples around the vast pond of leaders and leadership development providers.
I really like the comment in vbfmo's comment, "We aren't teaching our future leaders how to be human!" So right!
Our programmes suggest that anyone can lead, not just those in leadership positions. Hence we encourage development programmes, for even the most junior employees, to include aspects of leadership and management.
I believe in Emotional Intelligence based leadership and management. I also promote Altrocentric leadership and encourage people (not just those who are seen to be leaders) to understand that leadership is now all about others. We have to promote this from an early stage so when people do rise as managers/leaders they are already prepared in how best to communicate, challenge and listen to their people.
We are also very keen on ensuring people understand that there is no one way to lead! We talk about the recipe of leadership, and all of us will do that differently but in a way best suited to us as individuals and those we communicate with. (The Social Awareness element of EI).
Organisational culture has been shifting with speed over recent years, with very different people in employment who demand a new way of being treated! For today's leadership and management development to give the desired success, it "must" support and encourage that new challenging and curious thinking that often ruffles feathers. Challenge is good!
"Where there is much desire to learn, there of necessity will be much arguing, much writing, many opinions; for opinions in good men is but knowledge in the making." (John Milton).
My answers
Hi Jackie and I loved your article, thank you.
Regarding quotes, I like the Darwin (or not) survival of the most adaptable... and love Churchill's "We must take change by the hand or rest assuredly, change will take us by the throat."
I try to point out to senior leaders that learning is a natural constant in our own lives as we must learn and adapt to improve, so why on earth would it not be the same for organisations!
You said "Just think what else we can achieve when we point ourselves in the right direction!" So true and here's hoping for a great 2021 for all.
A great read Robin and I couldn't agree more with your thoughts on EI and Org culture and leadership responsibilities re empathy.
We constantly push the same thinking by asking people to adopt our Moccasin Approach, to see things from the shoes of the other person or people. As you say, "empathy is going to be the biggest driver of success as home working and artificial intelligence continues to be more prevalent over the coming months, years, and beyond." Spot on!
Thank you for the article, Caroline. A most thought-provoking topic.
From personal experience, I believe that online has worked because it had to, and as you say, "the pandemic has been a huge factor in the wider acceptance of online learning as a viable training tool."
Has online learning improved over the years? Yes, hugely. Will it continue to improve? I am sure it will. Will it replace face to face entirely? No, definitely not. The driving instructor, the hand skilled crafts such as surgeons are examples of necessary face to face events.
However, there is also a growing surge of "Get me back into work", "back into a classroom", "get me back with people" and so on. This is because we humans need others, we "need" that feeling.
Our organisation calls that feeling "Felt Presence" (not the psychological meaning), but more the wholeness of being with and interacting freely with other attendees (not hindered by audio interruptions and the many impacts they have)", that almost tacit feeling, something many can not put into words.
In short, we must keep that question of what medium is best suited for this solution when everything is balanced out? Such decisions should not be purely finance-driven!
We MUST be keenly aware of the human need within that balancing act and, our belief, from the requests of most of our clients, the need for that "felt presence" will have a big impact on online or classroom decisions.
Nigel, a great read and one that I hope will send a few ripples around the vast pond of leaders and leadership development providers.
I really like the comment in vbfmo's comment, "We aren't teaching our future leaders how to be human!" So right!
Our programmes suggest that anyone can lead, not just those in leadership positions. Hence we encourage development programmes, for even the most junior employees, to include aspects of leadership and management.
I believe in Emotional Intelligence based leadership and management. I also promote Altrocentric leadership and encourage people (not just those who are seen to be leaders) to understand that leadership is now all about others. We have to promote this from an early stage so when people do rise as managers/leaders they are already prepared in how best to communicate, challenge and listen to their people.
We are also very keen on ensuring people understand that there is no one way to lead! We talk about the recipe of leadership, and all of us will do that differently but in a way best suited to us as individuals and those we communicate with. (The Social Awareness element of EI).
Organisational culture has been shifting with speed over recent years, with very different people in employment who demand a new way of being treated! For today's leadership and management development to give the desired success, it "must" support and encourage that new challenging and curious thinking that often ruffles feathers. Challenge is good!
"Where there is much desire to learn, there of necessity will be much arguing, much writing, many opinions; for opinions in good men is but knowledge in the making." (John Milton).