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Archive for the ‘Leadership’ Category

Tailorbird on a branch - the tailorbird sews its own nest like we tailor our training at Aspire Leadership

Why Your Off-The-Shelf Training is Failing in the AI Era (And What We Can Learn From the Tailorbird)

Posted by Pradeep Jeyaratnam-Joyner

Sometimes I dread telling people what I do for a living.

 

I’ll mention training, leadership, management, and presentation skills. I’ll watch their eyes glaze over, their teeth clench, and then they’ll groan, “Oh yeah, I’ve been on training…”

 

A truth acknowledged but rarely discussed in the learning and development community is that most corporate training is actually quite dull and ineffective. Usually, someone like me stands up in front of a group and delivers training; interesting content, perhaps, but one-way and often transactional. The trainer regurgitates the work of great thinkers such as Drucker, Cialdini, Maslow, and Blanchard, speaking at people. Training is done to you. It’s not a place to think – the thinking has been done for you.

 

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lichen on a rock is a symbiotic mix of two organisms, algae and funghi, a metaphor for good communication in management and leadership

Welcome to Lichen-omics! Building communities as an alternative to silos and insular working…

Posted by Pradeep Jeyaratnam-Joyner

I don’t know about you, but for me, the world right now is a lot.

Amidst the tragedy and uncertainty, one thing that hits me is that the world is becoming more divided. Putting up walls, cooperating a bit less. That isn’t just on the world stage; I see it in client organisations as well from Senior Leadership through to management teams. People are becoming insular, working in silos, going with what and whom they know rather than valuing difference.

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Strategic Planning: Questions We Are Often Asked in the Training Room

Posted by Bronia Szczygiel

 

In our Strategic Planning courses there is often a quiet tension in the room at the start. People know strategy matters, yet many arrive carrying a sense of uncertainty, even frustration. Some worry it will feel theoretical. Others fear it will turn into a long conversation that never quite lands anywhere practical.

And then the questions begin.

They are thoughtful, honest questions, usually shaped by real organisational pressure. They reflect how hard it can be to lift your head from the day to day, think long term, and still stay grounded in reality.

Here are some of the questions we are often asked in the training room, and the conversations they open up.

 

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