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Wikipedia defines experiential learning as: ‘the process of learning through experience’’ and more specifically, ‘’learning through reflection of doing.’’

We’ve all been there. Sat in a meeting room for training. Listening to an uninspiring middle manager pointing at his slide show and handing out terribly photocopied pages of century-old textbooks. The same thing happens to most of us. Our brain switches off, our thoughts wander to what we’d like for dinner that evening, or how many ceiling tiles there are. And so, the expensive training course is quickly forgotten.

Now I’m not saying that we should throw out every textbook. They have their place. Just like the slide shows and the ceiling tiles. They’ve got a job and they will do it. But we can show you another form of learning that will inspire and awaken your team. There will be no daydreaming here. We want every participant to leave not only wondering what’s for dinner that night, with no idea how many ceiling tiles there are… but with the organic outcomes whirring round in their mind from the activities in which they just partook. Experiential learning is the way forward. 

Confucius said, ”I hear and I forget, I see and I remember, I do and I understand.”

So why does it work so well?

IT'S REAL! Reading from a textbook, or watching someone else point to a blurry enlarged version, just doesn’t feel very ‘real’. Experiential learning takes subjects, data and concepts, and turn them into real life, hands-on, get out of your chair activities. With real-life results.

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Ferrari's consortium approach to solving its digital challenges has benefitted multiple companies

The Organisation

Ferrari was established 70 years ago in 1947 and is one of the world’s most iconic luxury car brands. Throughout its history, it has been heavily involved in motor racing, especially in Formula One where it is the most successful racing team.

The Challenge

Enzo Ferrari, the business’s founder, once said: “Ferrari does not sell cars, Ferrari sells dreams.” The firm’s big challenge has been to keep this dream alive in the digital era, managing its employer as well as customer brand.

Approaching its 70th anniversary there were a number of business challenges looming large. In particular, how could Ferrari prepare employees for a future where the only certainty seemed to be uncertainty and disruption? And how could it turn the digital environment to its advantage? As Dennis De Munck, HR director at Ferrari, puts it: “Ferrari is a very curious organisation. We want to learn from the best people and the best practice to receive their recommendations and insights into what is happening in the rest of the world.” To satisfy this curiosity the ‘Digital Futures: Winning amidst Disruption’ programme was born.

The Method

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In this 'Thoughts on Leadership' video, Paul Bridle talks about how important it is to support people to share their learning and knowledge with team colleagues.


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Everyday we connect with and forge relationships with new people.

In those few moments of introductions, you need to be able to capture someone's interest and make them remember you.

An 'elevator' pitch or speech is so-named because it's so quick you can tell someone on an elevator ride and draw their interest before the doors open.

This resource will help you form a clear message about you, so you can easily share it with others.

DEVELOP YOUR ELEVATOR PITCH

Want to Know More? Visit 

The Art of the Elevator Pitch: Chris Westfall


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Line managers are key to reaching all levels. But how can you engage with the engagers?

“Without them there is no engagement.” So says Cary Cooper, professor of organisational psychology and health at Manchester Business School, on the importance of line managers to employee engagement.

It’s a strong statement, but one many others wholeheartedly agree with. “There is nothing more important. I don’t think it’s possible to engage others if the line manager is not engaged,” says Julia Murrell, director of people and development at Firmdale Hotels. “People work for people.”

And yet when it comes to line manager involvement in engagement, Cooper points out: “We haven’t cracked this yet.” To help crack this most difficult of nuts, HR magazine rounded up the 12 steps to engage line managers in engagement once and for all.

Recruit on interpersonal skills: The first hurdle is getting the right people in the first place, says Cooper. “Line managers are not selected for their social interpersonal skills," he laments.

This comes down to wider confusion around job descriptions, explains Charmi Patel, associate professor of Human Resource Management (HRM) at Henley Business School. “A lot of employers, especially for management roles, talk about the role’s responsibilities but forget about skill sets,” she says. However, Corina Forman, HR director at courier APC Overnight, caveats that recruiting a manager with perfectly attuned interpersonal skills isn’t always possible. “It can certainly make life easier, but sometimes you need someone with exceptional technical skills and they haven’t had the opportunity within their career to develop [interpersonal skills] yet,” she says. (more…)


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In the quest to grow as a leader and as a person, you need others' help, you need to learn fast, and it won’t hurt to make your own luck.

Yves Morieux, senior partner at strategy consultancy Boston Consulting Group, has developed an index to show how business complexity has increased sixfold during the past 60 years alone. Organisational complexity — number of procedures, structures, processes, systems, vertical layers and decision approvals — increased by a factor of 35.

To learn fast, you must be interested in people and ideas, not just yourself.

“Be savvy, flexible, learn from mistakes and collaborate with well-connected people,”

wrote Shane Snow, the author of Smartcuts: How Hackers, Innovators, and Icons Accelerate Success.”

Those who learn fast build diverse knowledge pools and tap into the wisdom of mentors to raise their game. They are fast learners for whom questioning, thinking and growing is the norm.

Here Are Five Ways to Learn More, Faster
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Traditional leadership has been hierarchical, but this one-size-fits-all method isn’t always the best solution. That’s where tag-team leadership comes in. 

At Micron, an international memory and storage solutions company, leadership in the systems solution department is fluid. When a project is identified, one person takes the lead, organizes timelines and meetings, and drives the cross-functional teams’ tasks and deliverables—based on the system issue and the area of focus. The department uses an ARCI model (determining who should be Accountable, Responsible, Consulted and Informed), and the team comes together based on the answers.

The same fluid leadership concept is at play at Indianapolis-based public relations agency Borshoff. Depending on the client, the initiative and the tasks, one member of the account executive team is in charge and the rest of the team falls in line to support where needed.

You might wonder, Who’s in charge? Well, no one person, exactly. That’s because the leadership of these teams changes based on the project and the talent of its members, much like “tagging” the next leader into the game when it’s time. In these situations, leadership is more fluid, less rigid and certainly less conforming.

This type of situational leadership gives new life to teamwork in virtually every industry. Progressive companies are increasingly realizing that the benefits of leadership flexibility outweigh traditional models in certain situations. Even if you don’t think your company is set up for this type of leadership, you can still reap the benefits by making a few leadership shifts in this direction.

Work Is Changing

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