Home Blog 30 articles from 2019 to take us into 2020 : Modern Workplace Learning Magazine

30 articles from 2019 to take us into 2020 : Modern Workplace Learning Magazine

32 min read
Comments Off on 30 articles from 2019 to take us into 2020 : Modern Workplace Learning Magazine
30 articles from 2019 to take us into 2020 : Modern Workplace Learning Magazine

During 2019 I shared lots of of hyperlinks to helpful articles, posts and assets however listed below are 30 (listed in chronological order) that I imagine spotlight Three key themes for 2020.

  1. The significance of steady and lifelong studying – and the necessity for each particular person to take cost of their very own skilled self-development
  2. The new function of managers within the trendy office – modelling new studying behaviours and training their staff members
  3. The new work of CLOs and L&D groups – shifting from delivering coaching to supporting a tradition of steady studying within the office

1 – How to create an environment of lifelong learning as the leader, Ted Billies, Chief Executive, 8 January 2019 

“Over the past several years, CEOs have begun to embrace the importance of becoming lifelong learners. Gone is the “authority figure” excellent of the previous, and with it the concept the individual at a company’s helm is a totally shaped particular person who merely should now take motion based mostly on years of saved data. Instead, what extra individuals are realizing, is that one of the best leaders think about themselves to be in a continuing state of progress and improvement. They by no means cease studying”

2 – 3L’s of Self-Directed Learning, Tanmay Vora, 16 January 2019

“If I look at my own journey and connect the dots, I find three things that that forms my 3L framework for self-directed learning.”


3 – Leaders need nudges, not more management training, Kevin Kruse, Forbes, 16 January 2019  

“The power of nudges to positively influence behavior has proven to be so great that large companies, the military, and even countries have formed official “nudge units” to craft nudging methods to accomplish organizational goals.”

4 – How to be employable forever, Tom Vander Ark, 20 February 2019 

“Education for the innovation economy is not just about knowledge and skill, … it’s about mindset–collaborative, interdisciplinary, ethical, empathetic, entrepreneurial and global/”

Reimagining General Education Design Thinking and Intrinsic Motivation Perspectives

5 – How to show employers you have transferable skills to successfully change careers, Caroline Ceniza-Levine, Forbes, 9 March 2019

“Employers will always prioritize the candidate who has already done a similar job before over a candidate new to an industry or functional area. A career changer has no track record and therefore is a riskier hire. If you want to successfully make that career change, you have to minimize the employer’s risk. Here are five steps to show employers you have transferable skills.”

6 – 4 reasons talented employees don’t reach their potential, Tomas Chamorro-Premuzic, HBR, 18 March 2019 

“No matter how gifted somebody may be, there isn’t a assure that their abilities will translate into high efficiency. The science of human potential has typically illustrated that a person’s overarching competence can’t be totally understood except we additionally account for his or her emotional make-up, preferences, and inclinations. No matter how good, educated, and skilled you’re, there may be typically a distinction between what you can do and what you usually do.”

7 – Cultivate coachability with these 5 mindsets, Julie Winkle Giulioni, B2C, 19 March 2019

“The coach’s mindset is multifaceted; in fact, it’s actually five different mindsets, all of which are required to enhance one’s ability to help others realize their potential, perform optimally and engage in continuous learning.”

8 – Novartis: Enabling 130,000 employees to grow in an organization committed to continuous learning, RangeInc, 27 March 2019

“We recently held our first-ever “Learning Month” throughout the corporate. Each week was devoted to a unique facet of studying – digital, curiosity, steady studying and taking motion. At the core of the Learning Month have been 70 world periods – interactive digital webinars with many lots of individuals taking part and interacting through video conferencing. The majority of those periods have been facilitated by Novartis associates, sharing their specific expertise and data with their colleagues.”

9 – It’s interesting to reflect on the industrial structures and bureaucratic language now adopted by many corporate ‘L&D’ teams, Paul Jocelyn, 9 April 2019

“”Learning answer”, “Learning program”, “Learning delivery plan” … This narrative reinforces a view of “learning” which is functionally structured and centrally managed … Here are some new phrases which ‘L&D’ may select to affiliate with as a substitute: Opportunities, Openness, Creativity …”

10 – This is what great leadership looks like in the digital age, Apoorve Dubey, World Economic Forum, 24 April 2019

“The digital economy is driven by rapid ongoing developments. Leaders cannot take ownership of everything. A leader cannot know it all, and the top-down approach is no longer sustainable. Leaders need to empower their teams to work with autonomy and freedom, and to take decisions. Organisations need to create leaders at all levels by building participation and accountability. They need to learn from people working on the ground, take inputs and trust them. Every member of the team should be encouraged to contribute ideas, insights and knowledge for achieving shared goals.”

11 – Why we don’t take our own career advice, Jared Lindzon, Fast Company, 30 April 2019 

“We often know what’s best for ourselves but don’t do it: 76% of people believe mentors are important for their professional development, yet only 37% of people actually have a mentor.”

12 – The infantilization of the American workforce, Paul Hebert, HR Examiner, 6 May 2019

“I imagine we’re doing a disservice to our workers by trying to cowl ALL their wants – and thereby ensuring they don’t have to be answerable for any choices aside from the few we permit inside their slim job descriptions. Think about it. Wasn’t being a toddler a beautiful time? Doing what you really liked, all day, nothing to fear about. Not a care on the earth. Just be residence when the streetlights come on. Sounds so much like at the moment’s engagement communicate, no?

13 – A to Z of Personal Development, Shyam Ramanathan, Thrive Global, 9 May 2019

“C for Continuous learning: There are two types of learning maintenance learning and shock learning. Shock learning is when something happens in your industry that disrupts your world. We need both these types of learning in the current turbulent environment. Stay connected with the experts in your field, read their blogs, listen to their podcasts, read their books, document what you have learned and share what you have learned.”

14 – If your managers aren’t engaged, your employees won’t be either, James Harter, HBR, 6 June 2019

Shifting how your organization trains and helps managers, and repositioning them as coaches, is crucial for serving to managers to change tradition. The transition from boss to coach means managers are anticipated to do much more than give orders and delegate assignments—a major function is to develop stars via collaborative objective setting, future-oriented teaching, and achievement-oriented accountability. Moving your managers from boss to coach not solely will increase worker engagement and improves efficiency, but it surely’s additionally important to altering your tradition to align with the altering workforce – a workforce that now not desires, nor responds to, the normal “command and management,” top-down boss.

15 – Digital Transformation requires leadership transformation, Moritz Meißner, LinkedIn Pulse, 25 June 2019 

“The managers of tomorrow are therefore entrepreneurs. Instead of managing, they are open to new things that reveal themselves to them every day. Instead of focusing on risks, they see opportunities. When they make mistakes, they do not hide them. Mistakes help them to recognize what they can do differently and probably better next time. They are aware that they can only be successful if they break down silos and trust in their employees and partners and let them do what they can do better than they can.”

16 – AI won’t make you successful. Great managers will, Ron Thomas, TLNT, 2 July 2019

“The key strategic objective needs to be: “Build Better Leaders.” Three phrases that would start the method of confronting the winds of change. Three phrases that if ignored, create a stalemate that may have organizations working round like bumper vehicles.”

17 – New frontiers in re-skilling and upskilling, Lynda Gratton, MIT Sloan Management Review Fall 2019 difficulty

“In the new world of work, we may not know for sure which jobs will be destroyed and what will be created, but one thing is clear: Everyone, whatever their age, will at some point have to spend time either re-skilling (learning new skills for a new position) or upskilling (learning current tasks more deeply) .. Embracing this idea requires a real sense of agency on the part of individuals. Each of us needs to be both motivated and prepared to put in the effort toward making learning a lifetime priority. That’s a good first step, but personal agency will only go so far. Individuals’ commitment to keeping up their skills to remain competitive will only work if corporations step up to make it possible.  The challenge is that old-style notions of training are far too slow and relatively expensive. They’re usually classroom based and instructor led. They’re usually focused only on current employees, ignoring potential recruits. Look around, though, and you’ll see experiments and early pilots underway. Some companies are figuring out smart ways to engage on this issue — to the advantage of both individuals and the businesses themselves.”

18 – The future of education: building a culture of learning, Associations Now, 28 June 2019  

““There needs to be a big shift away from the classroom,” says Guilbault. “Yes, there are trade skills you can pick up from a class or online course, but the real learning comes through the doing of it in the workplace. Organizations need to embrace a ‘culture of trying’ because that’s where learning accelerates.””

19 – In praise of the incurably curious leader, Douglas A Ready, MIT Sloan Management Review, 18 July 2019

“There is a rising recognition amongst leaders that curiosity is crucial to navigating a repeatedly altering world … Curiosity is about trying to find new potentialities. It’s about reimagining enterprise fashions and exploring new methods of working. It’s about on the lookout for artistic approaches to fixing probably the most urgent issues we face, not solely as firms but in addition as communities. It’s about at all times asking why and why not, and never accepting issues the best way they’re or have at all times been. It’s about having the braveness to fail and never being afraid of the phrase failure. These leaders flip that whole notion of fearing failure on its head and construct pleasure of their organizations about being perpetual college students — at all times trying to find a greater approach ahead. That is why curiosity is a permanent chief habits and why this weblog is in reward of the incurably curious.

20 – Why employees don’t share knowledge with each other, Marylène Gagné and others, HBR, 19 July 2019 

“Companies want employees to share what they know … Yet despite companies’ attempts to encourage knowledge sharing (think of those open office spaces), many employees withhold what they know — a phenomenon known as knowledge hoarding or knowledge hiding …  What leads to this parsimonious behavior? Our research found that the way jobs are designed can affect whether employees share or hide knowledge from their colleagues. Specifically, we found that more cognitively complex jobs — in which people need to process large amounts of information and solve complex problems — tended to promote more knowledge sharing, as did jobs offering more autonomy. By focusing on these aspects of work, managers can encourage employees to share more and hide less.”

21 – The art of learning side-by-side: why the way we develop is not working for our workforce, Sesil Pir, Forbes, 22 July 2019 

“Learning and developmet represents billions of dollars in investments for businesses – yet every time, I start a learning and development workshop by asking the audience a version of “Who resents being here today?” and with some encouragement, I get to meet a complete new neighborhood of friends who’re ready to checklist a protracted variety of logical and tangible causes as to why they dislike company trainings. Many share that they often attend studying and developmental actions due to company mandate. Many refer to the truth that courses cowl aspirational phrases like equality, inclusion, variety, stability and the idea of impression is basically thrown round; nonetheless, usually, their company cultures are distant from embracing any of those values. Others refer to content material irrelevance, pointing to shared insights being “outdated” and/or “inapplicable” on the job. Some attempt to calculate the return of funding in time or in output throughout our conversations. A number of complain about being away from residence, nonetheless, a big majority demonstrates a real curiosity to have interaction in a greater future. As future leaders and group improvement practitioners, ought to we be involved about these observations? Absolutely.”

22 – More than re-skilling, Harold Jarche, 6 August 2019

” All of our studying is linked. Skills should not developed in isolation to the remainder of our life. Professionals be taught largely from their every day work and their staff members. Coaching and suggestions is necessary, as are new alternatives. A extra holistic strategy than particular person expertise could be cognitive apprenticeship which requires that supervisors mannequin office behaviours. So as a substitute of specializing in others “putting skills to action”, supervisors ought to mannequin these expertise within the first place.”

23 – How to become a dynamic learner, Knowledge @ Wharton, World Economic Forum, 7 August 2019

“If we can focus, if we can be fast, if we can be frequent, if we can be flexible, then we start to build our tool kit around dynamic learning.”

24 – Why a learning culture is inherently agile, Melissa Boggs, Training Zone, 20 August 2019

“In an ideal learning culture people feel rewarded for seeking continuous improvement and can do so in a safe and fearless environment. When trying to create a new culture, particularly one focused on learning, agility is key to ensuring it is flexible and empowers employees You can’t just ‘speak’ a culture into existence – as a leader you have to be the example, while also helping people in the organisation see why it’s beneficial to them.”

25 – Future of work requires leaders who value learning in the flow of life, Amy A Titus, ATD, 28 August 2019

“Effective leaders draw upon the collective knowledge of their organization, which means cultivating a sense of curiosity and creativity among the workforce and recognizing that everyone plays a leadership role in their work—whether leading themselves, leading their peers, or leading organizations. … Learning and development should not be viewed as an activity or a place where people are sent outside normal work routines. Instead, learning needs to happen in fast, iterative cycles that are fully integrated into the daily flow of work.  At Deloitte, we call this “learning in the flow of life.” Leaders who worth such a apply search alternatives to combine real-time studying into their groups’ every day workflows. They allow staff to be taught when and the way they see match and provide studying alternatives that help people. Learning within the movement of life can construct wanted expertise, enhance worker engagement, and assist staff with short-term agility and profession longevity.

26 – Mental habits that support lifelong learning, Tanmay Vora, 30 October 2019

Recently, I used to be re-reading John Kotter’s e book “Leading Change” from HBR Press and got here throughout a chapter devoted to management and lifelong studying with a brief abstract of psychological habits that help lifelong studying. I rapidly summarized these key habits into the next #sketchnote:”


 27 – Learning is the new pension, Heather McGowan, Forbes, 29 October 2019

“In 2014, it took three days on average to close a capability gap through training in the enterprise; in 2018, it took 36 days.” How can we make these leaps to sustain? I believe we want to shift our fascinated about what studying is and what it means to our organizations.”

From Learning in order to work, to working in order to learn continuously

28 – Why we must share our best moves in the dance of work, Kate Cooper, Forbes, 8 November 2019

“But it’s clear that we would do far better as employers if we focused on the extent to which our staff help those around them, how much learning they impart and how much of their experience they share, so their success is unified with that enjoyed by others.”

29 – The Transformer CLO, Abbie Lundberg and George Westerman, HBR, January-February 2020 Issue

“In at the moment’s dynamic enterprise setting, office studying has grow to be a key lever for fulfillment. And with that shift, the normal function of the chief studying officer is altering. No longer are CLOs accountable only for coaching—making skills-based and compliance-oriented programs obtainable to workers and maybe working leadership-development applications. Instead, they’re embracing a extra highly effective function during which they reshape capabilities and organizational tradition. We name this new sort of chief the transformer CLO.

30 – What employees tell us about automation and re-skilling, Lynda Gratton, MIT Sloan Management Review, 18 December 2019

“E-learning Doesn’t Replace Personal Interaction: Training budgets are tight in most companies, and nowhere is this more evident than in low-paid work, where it can be hard to make a case for training. It’s no surprise, therefore, that efforts to re-skill the most routine jobs often focus on low-cost e-learning.  That’s fine — to a point. In our discussions, employees said they were comfortable with e-learning, describing how they already learn at home from video platforms like YouTube. (There are, for example, enormously popular online cooking channels that teach new skills.) Many embrace video tutorials, and we heard examples of people being self-taught and proud of it. But there was a general feeling that without the support of peers and managers, e-learning was just not enough.”


581 whole views
The following two tabs change content material beneath.

Source link

Load More Related Articles
Load More In Blog
Comments are closed.