One of the last things you're likely to hear in a business meeting is people talking about the spiritual nature of a corporation and how it impacts their bottom line. In my previous reflections from the Association for Talent Development 2015 Conference, I talked about being explicit, measuring ROI beyond money, knowing the case for the status quo, and using your imagination to help make a business case for learning. My final reflection is on asking a business spiritual questions.
Stop being so rational. Loosen up. Channel your inner child and use your imagination if you want to make a compelling case for the ROI of learning.
One of the foundational skills of feminine leadership is being clear about what your intentions are. This is easier said than done, and it's an essential part of developing mastery in self-awareness. Do you know the difference between implicit and explicit intentions? Today I'll explain the difference, and tell you three reasons why having explicit intentions will help you gain confidence and influence.
"Education either functions as an instrument which is used to facilitate integration of the younger generation into the logic of the present system and bring about conformity or it becomes the practice of freedom, the means by which men and women deal critically and creatively with reality and discover how to participate in the transformation of their world” (Freire 2000, p. 34).
Growing a military BRAT, I became accustomed to expecting change around every corner, change I had to quickly adapt to in order to survive. This culture of origin landed me an addiction to change, and an obsession with learning. Few things make me more nervous than staying in the status quo for too long. But, when I'm making a business case for learning, knowing the case for the status quo is essential.
I'm an idealist. I’ve always dreamed of organizations where employees grew happier and healthier because they go to work, and where communities prospered in an economy of peace. The development of the nation and of the wider community and business is intertwined. One cannot exist without the other (Hettiarachchi, R., Holdaway, L. and Gunduz, C., 2009, p.5). I, like Smurtbwaite, believe “that business is not an end in itself but a means of promoting the good life of the citizens in the community” (2008, p.27).
This year, I had the pleasure of being the Program Chair for the 2015 Association for Talent Development Puget Sound Workplace Learning Conference. It is a joy of mine to develop learning events and work alongside some of the top practitioners and thought-leaders in the field. I select speakers who will inspire and challenge participants. In today's blog, I'm sharing the first of five ah-hah moments I had, and tips for how to improve your ability to make a business case for learning.