Traditional diversity approaches often forget one vital aspect - the environment people join.
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It’s been a busy year and there a few new things we are quite proud of - skipping the humble part of the humble brag, if you don’t mind.
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We are regularly telling women and minorities all the things they should be doing and not doing, as if changing their behaviour will sort everything out. And organisations that otherwise develop brilliant processes, apply off-the shelf, one-off solutions to a problem that is woven into every part of work.
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I signed up my team to be the first to try out the new “ways of working” in agile. Surely I would be the embodiment of an innovative leader and embrace it all immediately? Well…not quite.
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The most valuable learning happens when you ask the people around you for feedback on the things that are most important to you. Do it daily.
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It’s whatever you want it to be.
Sorry, that’s probably not very helpful (and would make for a very short post) but it’s important not to get hung up on details when the perspective shift is what really matters. Before we get to the answer, let’s properly identify the question. What exactly are we trying to solve by going agile with our people development?
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There is a huge amount of ‘science’ out there. Discerning what is fad or fact and keeping up to date with which theories have been debunked is incredibly difficult.
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In the UK, we spend roughly £45 billion on learning each year. But only 30% of organisations report improved productivity and engagement from their L&D initiatives.
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It’s not because we are obsessed with bees. (We are, a bit, but that came after.) It started when we were rethinking the notion of a “course”.
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We’re new here. Not new. But new here. I’d like to introduce us.
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