The Experiment Mastering the Art of Continuous Learning – Solving Brain Drain

Welcome to the fourth edition of The Experiment.

There’s lots of talk about continuous learning but what does it take to make it a reality in your workplace?

What’s the future of Learning & Development and how do we make work, work for all not a chosen few?

Based on 16 years of field research across 200 projects and the successful development of over 2000 people, The Experiment takes insights and lessons from the trenches and shows you how to create a workplace of genuine, continuous learning. ?

Beyond the talk.

If you’re a purpose led Leader committed to solving brain drain within your organisation this newsletter is created for you.

Let’s solve the leaks that exist within the traditional approach to L & D, together.

WHAT’S IN THIS EDITION?

1.?Transform comes to the APAC region - People First Culture as a Business Competitive Advantage.

?2.?Quick Fire Advice – Changing Mindset and Attitude To Failure – How?

?3.?Recent post – Leaders Won’t Look The Same In the Future.

?4.?Blog? - Why Are People Under Performing? Questions for Brave and Kind Leaders.

?5.?Short Video – Case Study Kiikstart and Coca Cola - Five Factors That Lead to a Radically Different Outcome For People.

6.?Time for A Little Digital face lift.

7.??About the Author

IN CASE YOU MISSED IT

It’s always good to challenge yourself and put yourself in new environments and feel a little bit of heat as I like to call it.

So I was excited to invited to moderate the first panel discussion for Transform in the APAC region - People First Culture as a Business Competitive Advantage.

If you are not a member please also join us in the Transform Online Community. Click here to create your free account and enjoy the amazing conversations, events and content!

In the meantime here’s a collection of my top five takeaways from the discussion ??

QUICK FIRE ADVICE FROM THE L & D FRONTLINE

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And take the fear out of speaking about the "F" word in our workplace.

In a continuous learning environment it's important to acknowledge when actions don’t go to plan and normalize this. It's just one part of a continual process not the total sum- see diagram below ??

The truth is you don't grow and create exponentially different outcomes if you continue to adopt a fear based mindset.

?From practical experience this means imbedding the following actions into everyone’s role, regardless of position.

1??

Building the conditions and capabilities within our teams to think and respond differently to gaps, threats and risks. To shift focus away from only valuing people's strengths.

2??

Adopting a well thought through process to make good on mistakes - not some random knee jerk response made up on the fly.

3??

Seeing this approach as high value work by making it part of everyone's role, with ongoing means of follow up, review and measurement.

When we can do this work we positively change people's day to day workplace reality. And that is the work of a true Leader doing the work adults do.

What would you change about the diagram below in terms of where the concept of ?"failure" sits ?I'd love to know your opinions and ideas so please DM or join the post discussion. ?

LEADERS WON’T LOOK THE SAME IN THE FUTURE

The skill and knowledge set that served us to this point won’t solve the challenges and problems we will face now and into the future.

In a recent post I unpack where I see the greatest changes in Leadership skill sets are, in terms of creating environments of continuous learning.

From my workplace observations there is definitely a need to build more entrepreneurial thinking and doing across all roles, teams and functions.

But the scene is set within Leadership and Management roles.

SO YOU THINK YOU KNOW WHY PEOPLE UNDER PERFORM?

From kiikstart.com I share the five questions for Brave and Kind Leaders Who Want to Understand Why People Underperform.

Easy to do? Not always, but the insights gained from asking a different type of questions like these is worth it.

The reasons you think to be true might not always be correct.

https://www.kiikstart.com/why-staff-under-perform-5-questions-for-brave-and-kind-leaders/

CASE STUDY – FIVE FACTORS THAT LED TO A RADICALLY DIFFERENT OUTCOME

How do you get 93% of the workforce into new employment and opportunities before the business closed?

In this two minute video I share the five factors that lead to a positively different outcome for Cola Cola’s employees.

And created a socially responsible approach in the process.

What made an entrepreneurial approach work, where traditional career approaches failed?

Relevant L & D lessons even if you are not in the business of closing down operations.

TIME FOR A DIGITAL FACELIFT

Nothing stays the same and neither does a website ??? ?

It was time for a face lift and make sure the story that was being told on the Kiikstart website was reflective of the stories and messaging on LinkedIn.

So I’m excited to launch the digital facelift out into the world– it’s more reflective of not only my purpose but that of Kiikstart.

If you get time please explore and let me know your thoughts – there’s blogs, podcasts and videos to access that you won’t always see here on LinkedIn.

You’ll find the good stuff at kiikstart.com

HERE'S HOW WE CAN CONTINUE THE CONVERSATION

?? Make a time to speak via the link on my featured section on LinkedIn www.dhirubhai.net/in/aliuren

?? Send me a DM you’ll find me at www.dhirubhai.net/in/aliuren

??? Messaging me via the website kiikstart.com

?? Email me directly at [email protected]

?

ABOUT THE AUTHOR

In 2008 I founded Kiikstart so purpose led brands had the capability and conditions to make continuous learning and experimentation part of everyone’s role.

And have a space to generously share insights and lessons learnt within teams and cross teams.

Why?

I saw expertise and insights that were being developed leave the building when people move on to their next role. Or retired.

There was a real gap in how teams connected continuous learning to project delivery and the ongoing management of expertise and lessons learnt.

Within teams and across teams.

Plus a tonne of waste in implementing L & D initiatives due to a lack of connection between learning and experimenting ( aka the doing)

I continue to be on a mission to close this loop through an approach I've designed and successfully facilitated called the circular workplace.

Regards,

Ali Uren

Founder – Kiikstart

Creator of The Circular Workplace

?PS This newsletter is not a solo gig, so please speak up and let me know what topics you want me to focus on. Send me a DM or email me at [email protected]

WHAT'S THE EXPERIENCE LIKE?

"The confidence and change of approach in the career journeys from our senior leaders was the catalyst for us to introduce Kiikstart to the team on the shop floor.

We needed to change the perception about what the closure meant for the team at an individual level, allowing them to challenge that using insights, learnings and reflections.

Over the duration of the program we saw the team making better decisions and be far more tactical in their approaches"

Alice Corbett– People and Culture Consultant , Coca-Cola