Kia ora
Thank you for the huge interest in our last Tea and Toast Online: Our Brains and Bias. Follow the link for the recording of the session and the notes.
Speaking of the website, we've just refreshed it to reflect who we are, why we do what we do and what we do. So check it out at www.trainingpractice.co.nz for details of our learning, consulting, and coaching.
And speaking of all three, now's the time to think, plan, and take action to grow talent. Why now?
Because we've traditionally imported a fair amount of talent. But that's not an option for the short and medium term.
If we in New Zealand want to be internationally competitive and build on to our positive Covid-19 response, talent development strategies need to be at the top of our agenda. The World Economic Forum's analysis of future talent needs includes skills that are collectively known as soft skills.
We're relabelling them as future capabilities.
And guess what they are? Emotional and social intelligence; complex problem solving and critical thinking; creativity and innovation; trustworthiness; leadership and initiative.
So we're looking into this seriously. Watch out for future blogs and white papers.
Ngā mihi
The Training Practice team - Hilary, Kristen, Dinah, Sydney, and Jackson
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The future isn't what it used to be. Join us for an hour to think about how we can think and plan for the future in a way that's meaningful and useful.
We've decided to do one more Tea and Toast online. After that, all being well, we'll go back to actual tea and actual toast!
Date: Friday 25 September
Time: 8am, on Zoom
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Our reading, watching, and listening
Exploring new ideas and revisiting old ones is central to our approach. We're always getting inspiration for new thinking, new directions, new futures.
Hilary is renewing her interest in servant leadership by reading Simon Sinek's Leaders Eat Last (Penguin, 2014). She'd like to say she's re-reading, but she's only watched the videos in the past. A useful quote: The more we trust that the people to the left of us and the people to the right of us have our backs, the better equipped we are to face the constant threats from the outside together. Only when we feel we are in a Circle of Safety will we pull together as a unified team, better able to survive and thrive regardless of the conditions outside.
Kristen read this 2016 article from Raconteur, Future of Work, that covers an array of topics from automation and technology to mental health and collaboration.
“Of the many diverse and fascinating challenges we face today, the most intense and important is how to understand and shape the new technology revolution, which entails nothing less than a transformation of humankind.”
This article points to evidence that our ‘always on’ culture can lead to stress, anxiety, and mental health issues. With flexible working arrangements more prevalent than ever before, the authors highlight the importance of taking a break and how organisations can support this.
Kristen particularly enjoyed the generational discussion: If you can create an authentic proposition for all, intergenerational disharmony won’t feature as much. Which takes us back to the 5G conversations we should be having.
Dinah listened to Atul Gawande's The Checklist Manifesto: How to get things right (Metropolitan Books, 2009). Gawande pulls examples from aviation, engineering, entertainment, and medicine to show the power of checklists. Listening to it now, with unconscious bias top of mind, Dinah has tuned in to the possibilities of using checklists to overcome bias—read her latest blog for more on this.
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Kickstart to Leadership: online
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KickStart to Leadership: online
We're offering KickStart to Leadership as an online programme in September. Book today for one of the remaining places.
14,16, 22, and 23 September as four half-day modules via Zoom.
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Hilary takes a look at why scenario planning has an important place in how we plan for the future. (A useful forerunner for the September 25 Tea and Toast session.)
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Dinah picked up the challenge of developing a checklist to get past unconscious bias.
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