I’m delighted to be hosting a post from Andrew Page (@drewrachpage) a senior leader in Anglian Water who’s written with his take on learning every day for the CIPD L&D Show #blogcarnival (read more about that here). For Andrew, learning every day in fact means pushing the boundaries to fail every day – otherwise how can you learn?
In a couple of months, on 10th and 11th May, the Olympia in London will become home to the CIPD Learning & Development Show.
It’s a fantastic learning event – whether you go to the Conference sessions, spend your time on the Exhibition floor and in the taster sessions, or talking to fellow delegates – there’s something for everyone!
Last Saturday, 8th October, saw the third CIPD Midlands Area Partnership event. Jon Bartlett and I were the blogsquad for the day and thankfully lots of other people were on the # too. It’s been great to see the numbers of people grow on Twitter at events like these, and there were some good debates happening, as well as straight sharing of content or appreciation of what was being spoken about.
This session’s with Laura Overton from Towards Maturity. Laura’s talking about some of the latest insights about learning and how we can use these in work to improve the learning experience and impact.
Great that Laura’s going to have the session as a conversation to keep energy levels up, especially post-lunch.
Karen Meager of Monkey Puzzle is speaking about work and leadership. In business we see ‘unhelpful behaviours; and in work we try and address them, often through instruction / process / policy, by changing behaviour. Karen helps business see what’s behind the behavioural ‘issues’ so she’ll be showing us some of these things, some of the science about why and how you can do something about that. And talking about how to know better when you’ve done enough.
One month today on 8th October, the CIPD MAP team are back for another of their fantastic annual conferences and I’m very much looking forward to being one half of their resident blogsquad with Jon Bartlett (#CIPDMAP16).
The theme this year is “Building Workplaces for the Future”.
When I read this, I don’t see the theme as – come along and learn some things that you’ll need to apply in the next 3 to 5 years. Not even the next 2 years. This theme says to me – come along to learn the things you need to do now if you want to even have a workplace in the future!
A 15 minute keynote with Suzy – all the way from Oz!
In the Positivity Institute they talk a lot about the F word – Flourishing! Help people thrive in a VUCA world. Two-by-two matrix similar to the performance curve with people under or over stretched both being distressed / stressed. Plodding is not stretched, or Flourishing when we’re at our best – Eustress place – healthy pressure and healthy mental wellbeing.
Next for me a case study from GSK with Sally Bonneywell, VP Coaching.
GSK – pharma, vaccines, consumer healthcare – large, complex and with a long history of M&A activity over the years. recently sold oncology to Avartis and bought their vaccines business. It felt like we were “taking out our heart” and that had to be allowed to be heard because that was people’s reality.
Post-lunch keynote from Anthony Kasozi about Complexity, Contradiction, Connection and Collaboration.
We know tomorrow the sun is going to rise, but then our bus doesn’t arrive so we can’t get to the work we had planned.
As we live and work in this incredibly predictable and unpredictable word. The unpredictability creates a sense of unease, as Hetty talked about this morning. At our best we rise to the challenge. At our worst we become fearful and frustrated.
Here at the Coaching at work Conference 2016 and the opening keynote is with Hetty Einzig about green trees and VUCA.
Hetty’s starting by acknowledging that coaching is still a young profession and in an ever-moving environment we need to maintain a good capacity to think to help others make meaning. And an explanation of VUCA. Volatile. Uncertain – Even so-called stable institutions can feel woobly in the recent changes – long-standing businesses, government, religion – what do we believe in now? What are our reference points? Where are our rocks?. Complex – entangled and entwined, or intertwangled. Ambiguous – what we first see might not be the whole picture, there’s ambiguity in orgs that stops us seeing the whole or being connected. If we don’t feel part of something, connected, it can trigger our threat response.