Solving Brain Drain, Capturing Lessons Learnt and Repurposing Precious Wisdom

Welcome to First edition of The Experiment for 2025.

If you’re a purpose led Leader/Founder committed to solving organizational brain drain this newsletter is designed for you.

Based on 16 plus 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.

Let’s fix the leaks that exist within L & D and stop wasting wisdom and skill in our workplaces so our investment gives us the outcomes and impacts we want.

And need.

Here’s to a different type of future – The Circular workplace ??where teams own the outcomes and impacts and not the experts.

If you're not familiar with my approach here's a brief schooling to get you up to speed.

WHAT’S IN THIS EDITION?

1.?????? Word of the year – make that foreseeable future

2.????? An unfiltered Q and A about the Circular Workplace – Date Change ??

3.????? Quick fire advice From the Frontline - Having Skills Doesn’t Mean You’re Skilled ??

4.???? Short Video – The Power Of Three in How We Work

5.???? Article – RESPECT Having A Code of Conduct Doesn’t make it a reality

WORD OF 2024, 2025 AND BEYOND

The organizational word of 2024 and 2025 Is (Drum roll please) ??

Durable.

Don’t try and look for it online because I made it up.

And durable in my experience is going to replace sustainable. And here’s why.

We don’t need sustainable skills we need to expect that our roles and circumstances are going to keep evolving. And at a rapid rate.

I don’t need skills to stand the test of time.

What I need are the skills that are durable and robust enough to bend, move and be fluid with whatever is thrown my way.

The skills that allow me to fight smart.

These durable skills when used enough over time and reflected on in our workplaces become highly valuable wisdom.

Aim for durable skills.

Always.

AN UNFILTERED DISCUSSION ABOUT THE CIRCULAR WORKPLACE

Date Change – 6th February 2pm AEST ??

In December Md Ishaq Mohiuddin?? and I unpacked The Circular Workplace and as a result had more than 15 questions from the audience.

To do this justice we are dedicating a special session to answering these questions now happening on the 6th February- ?unexpected date change from my side ??

If you're a Leader or Founder serious about stopping the wasting of wisdom and solving organizational brain drain, come join us and learn how.

All the event details can be found using the link below.

https://www.dhirubhai.net/events/audienceunplugged-aliurenanswer7279751801979985920

QUICK FIRE ADVICE FROM THE REAL WORLD

Having Skills Doesn’t Mean You’re Skilled ??

The year has started off with a flurry of talking about skills – again.

Anyone whose been following me for some time knows I’m a fan of skills but not for skills sake. The actual skill itself is only a small part of the overall bigger picture ??

It’s what you’re able to do with said skill where the value is genuinely created.

Leaders, don't be distracted by skills themselves but HOW people are using these skills to benefit not just themselves but one another.

And achieve bigger organizational goals too. How? I always start by undertaking two key actions to avoid this result:

1?? Design strategies for collecting ongoing evidence of outcomes and impacts (you need both for durable growth).

Note I always design this with the people expected to deliver on these for genuine ownership and buy in.

2?? Create the process for validating the skills acquired to make sure it’s relevant and meaningful to roles and projects.

More on validating skills in the coming weeks - sounds dry but essential to getting the most from skills development ??

Repeat after me "having a suite of skills doesn’t mean I’m skilled".

Nor does it mean my people are skilled because I invested in skilling, re-skilling and up-skilling.

SHORT VIDEO - I'M ALL ABOUT THE NUMBER 3

You know all the talk about " needing to do more with less" well let's start here.

The power of three means ??

When you build, create or design a tool or resource for the business don’t make it for a once off purpose.

You’re thinking how you can use a maximum of three times for additional outcomes and impacts.

If you’re going to do it make it count.

And get extra productive in the process.

In about two minutes explain why you want to get the power of three in your working life.

LATEST ARTICLE RESPECT – CREATING POLICIES LIKE A CODE OF CONDUCT DOESN’T MAKE IT A WORKPLACE REALITY

As part of creating successful continuous learning environments where skills are leveraged and team wisdom is not wasted, creating respectful workplaces has been essential.

Having facilitated recently for an international company on respectful workplaces it had me reflect not only on this experience, but the other 200 purpose led brands I’ve partnered with.

Below are my seven key takeaways from working and facilitating in the respectful workplace space.

Think of this as a guide for designing and maintaining respectful workplaces and using common resources in not so obvious ways to do it.

Ultimately codes of conduct will only be as useful as people's willingness to use these resources and see its value in how it positively shapes their workplace experience.

Takeaway?1??

There needs to be ongoing review/measurement of code of conduct so that the team can track progress against it, celebrate wins but also identify the gaps and areas needing additional focus.

Without measuring performance there is no way to celebrate progress but also see the emerging trends and themes within our teams and workplaces that need to be responded to.

To ensure the code of conduct remains relevant and useful.

Takeaway 2??

As workplaces are evolving, it’s key to gain input and insight from the team to help shape the code of conduct – rather than wait once a year and problems have existed for some months.

Get input from the team to help evolve the code of conduct remembering that this is not a static document.

This must reflect the changing workplace and people at various roles will have insights and experiences you don’t.

Call on the internal wisdom and lessons learned that you have already at your disposal to help guide the ongoing design and updating of the code of conduct.

Takeaway3??

Make the Code of conduct part of everyone’s role so people know what is expected and how it’s measured – in order for people to own it and buy into it.

When we design roles let’s connect the key elements of the code of conduct back into roles.

I’ve set the scene prior to recruitment by making the job description available to applicants so they can see what’s expected.

By doing this I’ve observed firsthand how effective this is in people self-selecting in or out and saving time and headspace in the process.

Think about how you can use elements of the code of conduct to craft a different employer brand as part of the recruitment experience.

Takeaway 4??

Create opportunities for the team to assess and review their performance against values and behaviors contained within the code of conduct.

For brands I have worked this occurs at least once a quarter and will often be on the agenda as part of ongoing team idea sessions throughout the year.

Takeaway5??

?Use the positive workplace experience to craft a compelling employer brand out in the market – mini video/written testimonials from the team about the reality of being part of the workplace has worked well for purpose led brands I’ve partnered with.

And a compelling, differentiated brand is connected back to the employee emotional value proposition I speak about often.

This refers to how you define how you want people to think, feel and behave as part of your organization.

What’s the promise you make to your people from an emotional perspective when they decide to work with you?

I always work to define this early with Leaders as I know it’s fundamental to shaping the right project outcomes and impacts.

Takeaway?6??

Design roles to reflect behaviors outlined within the code of conduct and have fair and consistent ways to measure it across all roles – including Leaders and Managers

Formal and informal 1:1 discussion between Leaders and Employees – celebrating wins but also areas for development occur once a quarter with a full debrief every 12 months.

Having regular check- ins makes sure the “small stuff in the workplace” doesn’t blow up to be the big, costly and complex stuff.

Takeaway7??

Make the acceptable behaviors and actions outlined within the code of conduct seen as high value work – reflected in not only onboarding but ongoing measurement in the workplace.

Use the code of conduct and associated policies to inspire people rather than as a big stick.

We need to re-think the language and content so it is reflective of changing markets and the expectations of both current teams members and potential talent.

Finding the balance between legal requirements and a document with personality and relevance is key.

Check in with your teams to get their opinions and feedback in terms of how this connects with them.

Is it understandable and does it have meaning to them and their role?

FINAL THOUGHT

As I’ve always said if we want people to care about what they are expected to deliver on, they must have genuine opportunity for owning the outcomes and impacts.

I often refer to it as having a "dog in the fight".

This means they must shape and help create what is designed – and early.

The code of conduct is no exception.

?ABOUT THE AUTHOR

In 2008 I founded Kiikstart so purpose led brands have 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?

Expertise and wisdom developed over time leave the building when people move on to their next role. Or retire.

So, I’ve dedicated the last 16 years of my career designing and taking the circular workplace out to purpose led brands.

Where L & D is fair and equitable and skills are 100% leveraged regardless of role, team and function.

Lessons learnt and wisdom are captured and repurposed back into the business – creating new opportunities for people and commercial growth.

Please connect in and tell me know what you want to know and I’ll do my best to deliver with only real stuff no fluff.

Thanks for joining me on the trip.?

Regards,

?Ali Uren

Founder – Kiikstart

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?TESTIMONIAL