Working smarter for greater impact
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Laura Overton and Jane Daly delivered this session during the Learning Technologies 2017 conference.
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Working smarter for greater impact
- 1. All content © 2015 Towards Maturity CIC Ltd. Not to be distributed or copied. laura@towardsmaturity.org www.towardsmaturity.org/2016benchmark All content © 2017 Towards Maturity CIC Ltd. Not to be distributed or copied. @Janesdaly Jane@towardsmaturity.org @LauraOverton Laura@towardsMaturity.org Working smarter for Greater Impact
- 2. The pressure is on MORE For LESS
- 3. Working smarter today Lets Explore something! Lets Do something! Lets Be something!
- 4. Why work smarter? THE C-SUITE WANT CHANGE!
- 5. 14% Productivity increase 24% Faster rollout of change 18% Improvement in customer satisfaction 15% Improvement in speed to competency WE CAN DELIVER IMPACT TO THE C-SUITE www.towardsmaturity.org/c-suite2016
- 6. Yet generally our decisions are not delivering We’re using more technology Not impacting face-to-face delivery Working harder and faster with no change
- 7. The 5 year L&D stalemate Aspirations Opportunity Impact
- 8. L&D need a breakthrough! But how?
- 9. Working smarter – where to start? Shiftperspective
- 10. Understand the big picture! Work Smarter :
- 11. Listen more Work Smarter :
- 12. 80% of staff are willing to share what they know 69% Are motivated by wanting to do their job better and faster Learner Voice 3
- 13. Say NO Work Smarter :
- 14. Technology should be the biggest enabler not the biggest distraction! Avoid Distractions Work Smarter :
- 15. Trends do not deliver results PAGE 16
- 16. Tactics do Defining Need Understanding Learners Work Context Building Capability Ensuring Engagement Demonstrating Value THE TOP 10% T O W A R D S M A T U R I T Y I N D E X TOP DECK TOP LEARNING ORGANISATIONS
- 17. Get out of the ivory tower Move towards Interdependence rather than independence. Get Connected Work Smarter :
- 18. Achievers… 2x likely leverage their network Internal Learning design – 2x likely to work with steering groups, managers, trainers, users, SMEs Evaluation • Senior business leaders, peer to peer, line managers • Business groups = IT and data, marketing External Providers External quality Benchmarking
- 19. 36% of staff are ready for their next role Learner Voice 3
- 20. Direct your energy Work Smarter :
- 21. Focus on what makes a difference Skilled person who is in need of attention Enthusiastic beginner Nervous beginner or someone who has failed before Skilled person looking for opportunities to develop Skill Will
- 22. Understand the big picture Listen more Say NO Avoid Distraction Get Connected Direct your energy Lets do something! Work Smarter : How can we use technology to become more strategic? How can we leverage our networks? How can we respond faster to change? 1 3 2
- 23. Working smarter - Do something that works Thank you!
- 24. Working smarter today Lets Explore something! Lets Do something! Lets Be something!
- 25. Top Deck teams… are led by L&D leaders 71% are lead by those with an L&D background, rather than HR or business UNLOCKING POTENTIAL IN L&D: TACTICS
- 26. Achievers… are led by L&D leaders who learn 94% are active in seeking out new work experiences 81% build personal knowledge networks UNLOCKING POTENTIAL IN L&D: TACTICS
- 27. Page 66 Managing learning Personal Understanding the business problem Design and delivery (technical) Supporting Performance Design and delivery Evaluating impact Skills in place (Rest)Priority skills (All) Skills in place (Top Deck)
- 28. We need to shift our thinking!
- 29. Fixed mindset
- 30. Growth mindset Attitude to change? Work it Attitude to failure? Learn from it Attitude to the unfamiliar? Explore it Attitude to cynicism? Disrupt it Attitude to You? Believe in yourself!
- 32. Prioritising actions: What are you going to do differently as a result of today? @LauraOverton @Janesdaly @TowardsMaturity Information pack to help you unlock potential: resources@towardsmaturity.org
Editor's Notes
- Organisational (External complexity forces) ► Growing in a complex world ► Managing the demands of over-regulation Organisational (Internal complexity forces) ► Driving digital and the need for a new business model ► Investing in intelligent data analytics People (External complexity forces) ► Continually innovating and exceeding the customer experience ► Addressing major talent and capability gaps People (Internal complexity forces) ► Leveraging value from more demanding employees ► Unleashing the power of people 41% of CEOs anticipate that their company will be significantly transformed over the next 3 years. That number has risen significantly from the 2015 survey, in which 29% of CEOs held that opinion.6 There has never been a more critical time for the C-suite to demand more from their business leaders and people professionals.
- Organisational (External complexity forces) ► Growing in a complex world ► Managing the demands of over-regulation Organisational (Internal complexity forces) ► Driving digital and the need for a new business model ► Investing in intelligent data analytics People (External complexity forces) ► Continually innovating and exceeding the customer experience ► Addressing major talent and capability gaps People (Internal complexity forces) ► Leveraging value from more demanding employees ► Unleashing the power of people 41% of CEOs anticipate that their company will be significantly transformed over the next 3 years. That number has risen significantly from the 2015 survey, in which 29% of CEOs held that opinion.6 There has never been a more critical time for the C-suite to demand more from their business leaders and people professionals.
- As we go into 2017, it is clear that the aspirations of L&D leaders are higher than ever. Our ambition to to improve efficiency, transform traditional approaches, boost performance cultivate agility AND influence culture is at an all time high. However, those of us that turn that ambition into a reality seems to be at an all-time low.
- Towards Maturity’s research over the last 13 years shows that this is a growing and uncomfortable trend. We need a breakthrough, fast!
- Typically all our work is focussed on low performers –how to improve , how to engage. Shifting our perspective to high performers What can the high performers in L&D teach us about working smarter?
- Rise above the day to day What is really important to business and to individuals?
- Do you how your staff are actually learning?
- How do we use leverage our networks of managers to respond to this?
- What do you need To Stop? To Start? To Continue?
- How do we use leverage our networks of managers to respond to this?
- Activate your brain –how Understanding your brain can improve your work, and your life by Scott Halford https://www.amazon.co.uk/Activate-Your-Brain-Scott-Halford/dp/1626341974
- We understand the need to change
- ar
- A fixed mindset, according to Dweck, is where people believe their basic qualities, like their intelligence or talent, are simply fixed traits. They spend their time documenting their intelligence or talent instead of developing them. They also believe that talent alone creates success - without effort. Our friends at Internet Time Alliance compiled a list of 50 things that you think - if you have an old workplace mindset. They characterise innate attitudes that render our influence in the organisation, our control, our past successes our rigid definitions as defining, rigid and immovable.
- The growth mindset on the other hand is where “...people believe that their most basic abilities can be developed through dedication and hard work - brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishment.”
- We know from our research that top performing learning leaders are already achieving breakthroughs that others only dream of. Our latest report, Unlocking Potential, highlights some of the practical keys to their success. Having looked at this for some time, whilst their tactics are helpful to know, it is their attitude that underpins their success. How they embrace a type of growth mindset that counters old style thinking. Times of dramatic political and global change provide an enormous opportunity for people professionals passionate about making a difference to individuals. This year, don’t let it freak you out – grab the opportunity and unlock the potential of yourself, your business and the individuals within your organisation!