This innovative infrastructure, powered by disruptive thinking, had the potential to increase mobile telephone penetration from the existing 20% (largely urban areas) to 80% in places where there was little or no available electricity. It changed the way telecom operators served their markets and caused disruption amongst existing telecom equipment manufacturers. It challenged them to come up with newer profit models, product features and channel engagement.
It is only when YOU choose to work on trust that it will be built—it cannot be built/rebuilt by anyone else. Trust begins with ourselves, and we owe it to our colleagues to each take responsibility for making our relationships and the workplace a trusting and productive environment.
In order to do more internally, Learning and Development leaders will need to invest more in improving the skills of themselves and their teams to be able to take on the varied roles necessary.
No manager wants to be labeled an ineffective leader, especially when it is not even in their best interests for their team members to fail. So, why do many still not provide post-training support?
When dealing with people from other cultures, it is our natural tendency to learn about the difference in their cultures, such as: What sets us apart? What differences should we be prepared for? How should we behave in certain situations?
The key objective of this intervention was to get the group to discover ways of working together more effectively and to take the existing trust levels up a few notches. The client was very emphatic about their specific company culture – which was fun, energetic, “young” and fast paced. They wanted this session to reflect the company culture without diluting the key messages.
According to a recent LinkedIn Report on workplace learning, business impact is the No. 1 measure desired by business. Yet, less than 8% of organizations are actually demonstrating that. Most are still dependent on smiley sheets and program attendance to show the quantum of work being done, but not really the quality. If we want to successfully measure the return on training, we need to change our approach and completely flip it around.
I recently saw a video published by a colleague, Surya Prakash Mohapatra - Global Head-Talent Transformation at Wipro BPS - on the impact of Neuroscience in Learning. In the video, he mentioned that the job of a learning practitioner is to excite the brain and make learners want to learn. I couldn’t agree more!
When we work with an organization, we are constantly interacting with people—whether face-to-face or via technology. As skilled workers, we have access to tons of information and each one us becomes a repository of some key data points. Application of information leads to knowledge, which eventually results in profitability, which is the end goal for all corporate organizations.