Training Industry Blog

Let’s focus on the professional impact of the no-normal era. If you are reading this, you are responsible for the output of others; your profession is leader. And whether you know it or not, there is a storm coming.

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We are all story tellers and create our lives based on the stories we tell and the way we tell them. We are agile with this skill, even when we aren’t aware of our constant practice. And as a coach, I listen to hear how easily people change their experience based on how they shift their story.

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In a 2005 book, yoga master BKS Iyengar wrote, “The moment you say, ‘I am satisfied with that,’ that means stagnation has come.” While he was referring to a personal practice, the same advice applies to any organization.

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Those of us of a certain age remember a time when the only feasible option to purchase an artist’s music was to buy an entire CD.

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How many conversations do you have that seem to go well but nothing happens as a result?

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Our collective capacity to empathize, understand others and care about them crashed by 40% a few years ago. This is fact, statistically reliable and valid – we simply no longer care for one another as we once did.

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During one of Microsoft’s recent tech events, a slide was shown that prompted cloud computing as the “5th generation of Computing”.

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I am guilty of chasing shiny objects given I am a serial entrepreneur, constantly creating the next new service or product. And like many entrepreneurs, I find the management of things I generate to be a bit of a challenge. Am I in good company? You bet.

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In August of 2012, I began a series of blog postings about the experience that The DTCC Learning Group had while implementing Agile as a development methodology for training programs (click here for a link to those posts). For those who are not familiar with the term, Agile is a software development technique that supports frequent releases of product features and functionality to customers. Agile accomplishes this by reducing the amount of administrative overhead typically associated with product development, focusing on human interactions more that on tools and processes, delivering working software as opposed to product documentation, collaborating with customers as opposed to relying on legal documentation, and responding to change as opposed to being restricted by a plan.

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Much has been said about the need for committed leadership to drive successful change. Nonetheless, accounts like the following, which I recently heard from a colleague, are all too common.

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