This newsletter is built with the full psychological, design, development, and brainstorming support of Nifty Learning.
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This article showcases the 4 C of the leadership role: (1) Champion - advocates externally for their teams, (2) Catalyst - stimulates collaboration and innovation, (3) Conductor - ensures teams work together well and in harmony, (4) Coach - helps individual team members achieve peak performance.
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The title drew me to this article as I consider the statement to be true. It lies down the different responsibilities every stakeholder of a company has in nurturing its culture. If you're currently working on culture projects, you might get a few ideas into how to engage each stakeholder in the process.
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HBR recently launched a very interesting type of podcast. Every episode showcases a real-life coaching session with a leader working to overcome her or his professional challenges. Definitely worth sharing with your people managers.
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This short Mckinsey piece of content showcases a simple, actionable list of capabilities we should be building. The framework is made of four parts: (1) How we make money, (2) How we run this place, (3) How I add value, (4) How I behave. You might want to add some of those topics in your curricula.
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James Clear showcases in this article one of the theories outlined in his book, Atomic Habits. Instead of aiming for big leaps in behavior change, we should aim for 1% improvement every day. This got me thinking that L&D programs are usually designed for the big leap, instead of the small change. I wonder how we could change that.
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If you're looking to do research to discover the underlying enablers and blockers of your culture, this is a pretty cool tool. The author also gives some clear steps on how to pursue culture mapping and examples of outcomes.
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Can't wait to join this event. I've been watching Humu (as you might have already noticed if you're an older subscriber) for a while now and so far they haven't really spoken about learning. So I can't wait to hear their thoughts on the subject.
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At the beginning of this year, Bülent Duagi, a fellow content creator & curator launched another one of his amazing newsletters. This one is a bit more personal. He draws from his own personal development experience and sends all kinds of frameworks 2-3 times a week to help you grow.
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A collection of videos aimed to help instructional designers in becoming more human-centered. They explore topics such as user research, user interviews, prototyping, creating personas, and so many more.
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Every now and then I get lost in the Miroverse - the place where people submit their Miro templates for others to use. This one is dedicated to us, L&Ds, and its purpose is to get us to go beyond the common Zoom interaction. The one that caught my eye was "A development launch-pad".
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I have to admit that I strongly recommend you watching the video just for entertainment. That girl is amazing! But another thing I would recommend, especially if you're an L&D leader is not to wait for your organization to provide the framework for performance management. Your job as a manager is to make sure the team performs, innovates and individuals grow. Take the steps put together in this article and also recommend them to your people managers, no matter if you have a performance management system in place or not.
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Career Development and the Internal Talent Marketplace are both trendy topics. But none of them are so easy to start with. So without complicating the situation even harder, you should be thinking about the data you have available. They put together a list of data sets you can access, and steps you can take to make sense of them.
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This oldie but goldie article from Headspace got me thinking about the way making space for reflection and mindfulness helps us in our personal growth. Still, this concept is rarely, in my knowledge, used as an L&D tool. How can we make space for people to just let go so that they can grow?
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Weeks ago the thought popped into my head. Although the company I work for and my colleagues will never fully return to the office, we will still work in between these two worlds - work from home and at the office soon enough. This means readjustment for those we onboarded in the past few months and we should not forget about it.
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"research has shown that taking breaks is an important part of learning. Resting straight after acquiring new information seems to improve memory... and sleep is particularly important for consolidating what we have just learned."
- matthewwarren
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Thanks to Sara Sanasac, Roi-Ben Yehuda, Feigl Angela, Aravind Warrier, and BerLearn for sharing and supporting Offbeat in the past week.
If you found this issue insightful and think your peers could benefit from it, please encourage them to subscribe to the Offbeat Newsletter. Your support will help us grow this newsletter and bring it to as many L&Ds as possible.
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