In any business we need our people to both work hard, and yet we need them to remain fresh so that the performance is sustainable – that means each employee having a healthy work-life balance.

Evidence from recent research suggests that there are more women in “balance” than men. The good news is that over the last 5 years the data suggests that we are getting better at achieving balance.

While looking for some resources for a workshop I came across this wonderful graphic by FastForward Consulting Group:

This includes the 6 abilities:

1. Judge Goodness
2. Grasp essence
3. Share Context
4. Communicate the Essence
5. Exercise Political Power
6. Foster Wisdom in Others

To see the 6 abilities in all their glory, click on the image above.

Closer examination …

The central image here is closely aligned to our Knowledge, Understanding Action model.

What the authors call Explicit knowledge is akin to our “Knowledge”

Tacit knowledge – “understanding”

and practical wisdom is similar to our “action”

This is how I set my personal goals and make them as WACKY as possible.  The WACKY’er the better!

Goals are the fundamental tool for personal and organisational development.  After all, how can you know you have achieved something or even improved your situation at all if you have no target or benchmark to work from?

SMART Goals

The most common business goal setting tool is known as SMART goals.  The use of acronyms is very common in the business world and SMART goals are generally taken to be goals that are Specific, Measurable & Motivating, Aligned, Reachable and Time driven.

This is all well and good in the business world of performance management where by and large people want a stretch but not too much of a stretch.  The risks of failure are sometimes high so the taking of chances is not encouraged by many managers.  I personally view this as a huge deficiency in many organisations.  Permission to try and to fail (and therefore learn) is not usually given.

Setting personal goals for self development

Many people, through their experience at work, are therefore familiar and comfortable with the SMART goals approach.  If they form any personal goals at all, they are likely to design SMART goals.  If the same timidity and safety approach is applied to personal goals they are likely to be weak and not that motivating for the individual.  Are these goals likely to be achieved?  If they are achieved, are they going to rock your or anyone else’s world?  My answer to both questions is NO!!

If you are going to pursue goals in your life then you had better make them huge, awesome, life-changing, jaw-dropping, pulse quickening goals that are worth your effort and time.  Aim for the stars – even if you come up short you will still have had a hell of a ride and be higher than most everyone else.  You will have learnt valuable lessons and be more than motivated to try again.  In my opinion it is far better to regret the things you’ve done than live a life regretting the ones you didn’t try.

Introducing WACKY Goals

This is how I do it – using the acronym WACKY.  I think that if a catchy acronym is used it will stick in your mind and you’ll find you can access it easily.  Hopefully you’ll then use it all the time and spread the message to others.

I want people to think my personal goals are totally WACKY – that’s great – then they will likely be the goals that others may not have thought of or are too scared to try for themselves.   I want to stretch myself – that’s the only way to grow and develop as a person and be able to help others more effectively.  That’s always been my driving force.  Partial failure of one of my WACKY goals will often be better than most people’s mediocre SMART goals – I’ll learn loads of good stuff and be that much closer to where I want to be.  I also take my time to form them and that way I get the real honest from the heart stuff – it really works for me.

How to set WACKY Goals

These WACKY goals are generally my over-arching long-range life goals so they will certainly contain lots of mini-goal stages – that’s fine – many small steps will add up to a huge journey.   I try and make the small steps as WACKY as possible – it all makes life interesting.

Wonderful – it is meant to be a great goal so if my goal doesn’t fill me with wonder, what’s the point?  It has to be something that makes my imagination work hard.  I want it to play on my mind and draw me on down that road less travelled.

Animating – again, if it doesn’t get me fired up and raring to go and get started – I’ll find another goal that will.  I want my pulse to quicken when I think about it.  I want to be animated when I talk to my nearest and dearest about it and I want them to be amazed by it.

Colossal – I make it big, big and bigger yet.  If it doesn’t make me stop and think “hold the phone, that’s big even by my standards – people will think I’m mad” then I rethink it and just make it bigger.  I make it a huge hairy-assed goal that if achieved will make me think “Yeah, that was a good one”.  If people saw my goal in the street they would cross the road to avoid it – it will be a kick-butt monster of a goal.

Killer – I try to make it undeniably unique and special; when achieved it will be well worth the sacrifice and effort.  I’m a trend setter not a follower – I set great goals that I and others have not yet achieved.

Your – I own it with my heart and soul.  It’s personal.  I will pour my energy into it – failure is not an option.  Roller skating up Everest is just not my goal – my goals have to be my goals.  I have learnt over the years to pick goals that really do chime with my core values as an individual human being.

That’s it.  This technique has taken me years to discover, formulate and learn and I am still trying to get it perfect.  It is a life-long challenge.  No one said it would be easy but I urge you – don’t be SMART be WACKY.

Try and design some of your own WACKY goals for your life – you will be surprised where they take you.

By Andrew Pope →

Retaining talented people is an important role of both line management and human resources. There are without doubt 100s of excuses people give when leaving a company, especially in “exit interviews”.

Exit interviews are great for the business and HR, but lets get real – most employees do not want to risk their reference on saying the boss was an idiot, or that it was a controlling environment and that the style of management actually stopped people from performing… now do they?

No – so the reality is – if you want real honest reasons for leaving – give an open regference first – then ask for “reasons for leaving!

In the mean time I have found this useful infographic on the reasons why people leave. Post your thoughts as comments below.

by visually via

5 Reasons Why Talent Leave

• Boss is a jerk
• Lack of empowerment
• Internal politics
• Recognition
• The company is going under

RSS can look so boring, but can it be made more interesting?

I have been asked how I put the “ticker” in my footer on emails and on some article sites I post to.

It looks like:

Each time an article is added to the blog so the graphic is updated.

How to create this graphic

To get this just go to
http://www.rss-image.com

Add your RSS feed
you will be presented with an image address like:

http://www.rss-image.com/img/404614dbc1681494efe7bf98ab3804fa.gif

To make this image “clickable

Simply create some simple HTML code around this image address:
<a href=”http://rapidbi.com/blog“> – where the address is your blog

Then add    “><img src=” – followed by your image address

and close off with:
” /></a><br />

So together it looks like:

<a href=”http://rapidbi.com/blog”><img src=”http://www.rss-image.com/img/404614dbc1681494efe7bf98ab3804fa.gif” /></a><br />

This can then be added to many blogs, article sites and of course your email footer….And the best news is it stays up to date.

Simples

Often we have heard the phrase “tick the box” as a way of saying “well we have done enough to say we have done the task” – but have we really?

Many of us know that some jobs do only need a “tick in the box”, but sometimes we miss the point.

Last week while preparing for a business trip I was down my local high street (it’s just a few weeks to Christmas) and I noticed in our local shopping centre was a Santa’s grotto. Nothing unusual here except that, well I don’t know it just looked tatty. In previous years it has been a large and reasonably impressive looking grotto, more like a log cabin, not an open space with a Santa on a throne. In fact it was so bad I took a photo of it, intending to blog about this.

Then things changed.

This week I have been in Dubai, A Muslim region, not a Christian one.

On a trip I went into a small local mall – not one of the big tourist ones, but a shopping mall used by people living locally. Looking at the shoppers there is a good mix of Muslim, Christian and other faiths here… but the grotto!

Now this centre is a small one, almost the same size as my local shopping mall back home. But what a difference.

In comparison, the UK grotto is “ticking the box” – the one in Dubai is “meeting & exceeding” the needs and wants of shoppers.

Which of these two images inspires children – well I know which one does for me. This is the difference between delivering on our promise and ticking the box.

Which would you take a small child to?

Just how often do we tick the box rather than understanding that image means a lot?

So just how to get 1000s of followers on Twitter.. quickly?

Well maybe you can’t – at least not in the way you are expecting or many spammers will have you believe is possible.

One of the ways that smaller (and big) business can attract customers is through social media. Twitter for a variety of reasons has become very popular.

A short lesson from history about twitter

In the past when we wanted to market we needed mailing lists of thousands or tens of thousands. The reason for this was simple, as people and researchers discovered the response or conversion rate was often around the 1% mark. So doing the maths it was easy to calculate the size of the data base one needed to achieve the planned business goal.

Understanding the difference in what Twitter brings

Those involved in marketing have taken each new technology as it has come along and used it in their existing models.
What many have overlooked however is that twitter and other social platforms have their own “norms” and methods.

It’s all in the twitter list

You see when you have a “list” many marketers will say that once they have trusted you to have their details they as potential customers are a warmer prospect – so they are more likely to buy from you – so for sake of argument let’s say that the percentage that responds changes from 1% to almost 10%. Now if that list contains only people that have bought from you before, or have significant experience of you to trust you – that response rate is higher.
Leaving the response rates alone for a moment (I will come back to that), have a think about referrals. For we know that both referrals and testimonials help in persuading potential customers into trusting us to make a purchase. Getting referrals however has often been difficult for many businesses.

The need to think differently about twitter & social media to win

Now imagine a way of having existing customers talk about your product or you as a provider on a daily basis – each time they tell many people they know. Also imaging that in time the conversion rate on that list becomes many times higher than the 10%.
Well welcome to twitter. If all you are thinking about is the number of followers you have- then I am afraid you have missed the point – and you may as well stop. Simply put, if you have 100 good quality followers, and each of them have 100 good quality followers then one great message has the opportunity of getting to 100,000 people – every day! Ok so realistically that wont happen, but then most people on twitter statistically have several hundred.
Many also say that it takes too much time – well the typical number of tweets from a user is just 10 a day.
The point here is to engage with your followers, not like other marketing channels where it is just about broadcasting.

Social media is all about influence & engagement

Many are starting to use Klout scores – if you think this is important – then it is easier to have a higher score with a smaller audience than a large audience. Better to have 500-1000 people that you talk to, they talk to you, and they retweet your message – for this is a form of referral!
Some points to note:

• 67% of users are more likely to buy products from brands they follow on Twitter. This compares favourably to the 51% who buy products from brands they follow on Facebook (HubSpot, Edison Research)
• Companies that use Twitter gain twice the number of leads each month than their non-Tweeting counterparts (HubSpot, Edison Research).
• Twitter users are more educated than the general population. Just 12% of users report a high school education or less (HubSpot Internet Marketing, Edison Research).
• Twitter users have higher incomes than the population at large with nearly half of Twitterers earning $50,000 USD or more annually. This compares to 33% of the general population (HubSpot, Edison Research).
• Many Twitter users are considered early adopters with 19% among the first to purchase new products upon launch compared to 10% of the general population (HubSpot, Edison Research).

Do we need 1000s of followers on twitter?

So while I started this article on how to get thousands of followers – you can, just with a few hundred – for the “followers” count is sheer vanity. There will be thousands of people that read your tweets that are not following you – and that is what you want. Build a reputation for great content, and good followers will find you, especially if you:

1. Tweet every day – just 5-10 times
2. Give useable/ valued information – not just promotions
3. Talk & engage with your followers – i.e. reply to them – help them, answer questions
4. Talk about things that are not about your company or product (show you are human)
5. Retweet other peoples messages
6. Give people links to sites other than your own

Twitter is not a quick win. It can take an account 9-12 months to be trusted. But when established the responses to things you put out can be very quick. If you are new to twitter and want quick responses then try another technology – if you are serious about engagement and growing your business then slow and steady wins the day

**sources:

http://www.sysomos.com/insidetwitter/#followersvstweet

http://www.socialtechnologyreview.com/articles/40-fascinating-twitter-facts

How to get 1000s of followers on Twitter…

Often we talk about succession planning, or talent management and identification. But do we really know what talent is – or how to find it?

Many organisations use tools like the Nine Box Grid or one of the many other talent management frameworks to identify, map and ultimatly manage talented people.

But as the old saying goes – rubbish in — leads to — rubbish out.

Identifying Talent Potential

So when we are looking to identify “talent” what are we actually seeking? talent for today, tomorrow or next year? How do we know what “talent” is required next?  For example, five years ago many firms had not heard of twitter, and thought facebook was a passing fad – now no reputable marketing or customer services function would be without either. How can talent be planned for and identified for these “black swan” events, or even the new skills or technologies which are there but not yet recognised an important. Or is it that we treat talent as “leadership” – and senior leadership at that?

Its about how we see our individuals, our organization and the business environment in which we operate.

What do we really see?

Many of us look at thinks and believe that what we are seeing is the “right” thing, it is only when someone shows us a different view that we sometimes change our perspective.

We have all seen the images that show the old woman and young girl – at first we only see one – but when shown we can see both. Once we are “educated” or we have “truly learnt” something it is very difficult to “forget”.

For example have a look at this Image:

How many squares do you see?

16.. 17?

So how many did you see?

We need your FIRST thought.. what is your instinct, for this is the mental process we use to look for potential in people – or talent spotting if you like.

Have a second look.

Has your view changed?

This image could be akin to an employee, a team, an organization or a market. Where the number of squares that we see is the capacity or potential of the individual, org etc. so in this instance the “potential” of this individual is 16, although some of you may have thought 17 – and the very odd few of you may have thought 30.. don’t worry, I will explain all in a moment.

Have a look at this page & return when done…

How many squares?

So what are your thoughts? Are you capturing the potential of your people? is your talent management system just managing that show “16″ – or is it really identifying those with much greater potential. Many mathamaticians will give you the answer 30, indeed if you look the puzzle up on the net you will see many that give that as the answer – but that is linear thinking, and identifying talent is not linear – we need to look at our resources in both creating and lateral ways.

Remember school grades rarely predicted career success – why would most talent identification approaches? As the world changes, so do the skills & attributes required. the skills that led to success just five years ago may well be the attitudes and behaviours that limit our growth today – and as for tomorrow – who knows.

Do competencies have a place in talent identification?

In recent years Human Resources functions have been developing various competency frameworks, in which to identify and “box” talent for tomorrow. This is a little like taking the 16 boxes above in the grid and writing a competence for each.. however the competency that may give the organization the edge for the future may very well be one of the other 3000+ (or even conservatively the 14 “hidden” squares).

I would argue that actually there are only a few REAL competencies:

Ability to:

• Rapidly Learn
• Adapt & Change
• Innovate
• Develop Others
• Build Collaborative Relationships
• Intrapersonal Awareness

With these “base level” competencies a person should be equiped to meet any future need. the only real difference between people is the speed and willingness at which they adapt – for leaders we need people that recognise when change is required and adapt appropriatly – not too early – and certainly not to late.

Everything else could be argued that it is a behaviour (not competence) or a learned skill – in which case anyone can learn it if the culture, environment and motivation are in place.

And let me just point out one important factor – this is NOT an age thing – its an attitude and outlook approach. It is about being flexible and adaptable, and reacting to the changes that are put upon us – but also applying our knowledge and experience to good effect. this does not mean that we just change – but we adapt fully.

How we look at people, organizations and capacity is what will give us the competitive advantage, at an individual and organizational level.

I have been asked on several occasions why I follow people. This list may seem strange to many reading this article, but it fits MY strategy for the @rapidbi account. It may not be right for you.

When using any social media/ social business platform or technology, it is important to understand its strengths and weaknesses in the organisation (or culture/ context) in which it is being used. Then for each of us to develop a strategy or methodology as to how we will engage or use it. Of course this approach will change over time, but having an idea of its application to meeting your needs is one of the key success factors.

History

The way Twitter used to work is that you follow people, and they follow you back, or vice versa. – This is no-longer true. To be honest it was never really intended to be that. It’s more a window looking into a person or organisation and their activities in a snapshot of time.

Sure there is the vanity of how many followers each of us have, but many overlook the purpose – engagement. The more followers you have the harder engagement truly is.

Why engage or follow people?

The reasons “why I should follow you in twitter” will vary for each of us. We are looking and using twitter for different things. I would go further than that. I have several twitter accounts, one with 30k+ followers, two around the 10K follower mark, one with 7k and one with just 60. Each account follows different people for different reasons.

7 Reasons why I will follow you on twitter

1)   You are a person whose content I have discovered and want to stay up to date with what you say – you inspire me

2)   You tweet about or from an event I am at – watch the #hashcodes – common interest

3)   You retweet  (RT) my material (tweets) on a regular basis – you help my business

4)   You #ff or give a shout-out about my tweets – recommendations

5)   We have had chats & discussions I value on twitter – self development

6)   People I respect recommend I follow you

7)   You are a supplier & have given poor service – although I will unfollow later..

8)   You +k on Klout  - well maybe :0)

9)   You add me to a twitter list- well maybe :0)

It’s not just about following

It is easy to get hung up or to overly focus on the metrics – how many followers you have and how many people you are following.  I believe this is because these metrics are public and on our profile pages. There is another important metric which is easily available, but not used often… lists. How many people have you on lists.  People can follow lists without following individuals. Being on a list is a recommendation, much more powerful than just being followed, as the user is making that list available to people they follow.

Other more important factors for business users of twitter include retweets. There are several sites that do this – some free, others paid for. http://www.tweetstats.com/ is worth a look.

Twitter is not about the inputs, or the process.. but the results you get. Those results may be leads, new friends, business, ideas  etc.

You should follow me on twitter here

So tell me… why should I follow you?

** please note items 8 & 9 on the list are meant as a joke, I’m not sure that tools like Klout, Peerindex etc are valuable or dangerous metrics and fads. Time will tell.

** please also read reasons 1-7 with a pinch of salt   The reality is I will only follow you… and more importantly continue to follow you if the “relationship” is of value/ benefit – I look at more peoples posts through lists now – i have to with the number of followers I have I need a different strategy to most.

Action learning is a powerful method of learning; a group of 6 or 7 people meeting on a regular basis to discuss work related issues support one another and take action.  The process is non-directive, non-judgemental, supportive, and confidential.  Set members present a current work issue they are experiencing and the other members of the group ask questions.  The crucial point here is that the other set members are asking questions to further their understanding of the presenter’s issue and NOT give advice. The presenter identifies their own action and reports back on their progress at the next meeting. The process is powerful precisely because participants make their own decisions, take their own actions and are held accountable by their peers. And all managed within a highly supportive environment.

Action learning can be used on its own or as part of a larger development programme.  It is a very effective learning tool when used as part of an organisation’s talent strategy, leader development and when instigating and managing change – BUT it needs to be set up and facilitated well.

Part 1 of this article provides learning and development professionals; training and OD managers and change specialists with the answers to the most frequently asked questions we receive on setting up an action learning programme.

Part 2 explores the role of the facilitator

Part 1 – Preparation for programme organisers

1.  Can I run an action learning programme internally for my organisation or should participants meet in a set with people from other organisations?

You can certainly run a successful action learning programme within your organisation provided that

a) The organisation is large enough to bring people together from different departments, and ideally different geographical locations

b) You observe the rule about peer groups – see point 3 below

c) Confidentiality of the group discussions is maintained.  There is an exception to this in the rare instance that someone discloses potential harm to themselves, others or the organisation.

The advantages of running an internal programme is the positive impact on cross-departmental working and collaborative projects and the supportive networks that individuals have as a result of being part of an action learning set, in addition to the individual outcomes they achieve .

Of course there are also some attractive benefits to be gained from running a programme with colleagues in other organisations including the learning from being exposed to different perspectives and the insight into different organisational cultures and some set members feel less constrained if they are with people they don’t know and can therefore express themselves more openly about their work issue. Organising a programme with external partners brings a variety of challenges mostly to do with communication and time required when organising a group of external participants but it will be well worth the effort you will need to put in to the pre-programme phase.

2.  How many people can I put into a set?

Typically, action learning groups, or sets as they are often called, comprise or 6 or 7 peers.  I have known groups work well with 5 members but any less and you start to lose something from the process. And 8 is the most I would want to manage in one group, I find 6 people to be the optimum number for a set.

3.  What do you mean by peers?

In an organisational context peers must work at the same level or grade. Set members can be from the same professional group or the groups can be multi-disciplinary.  For example a set of Band 7 nurses in the NHS or a set comprising of department heads in a local authority.  It is essential that there are no line-management relationships within the set.  If a manager and their direct report are in the same group the work will be compromised and could potentially create risks for either or both parties.  This must be avoided at all costs.

4.  Do sets need a facilitator?

A skilled facilitator can make a huge difference to the learning experience and outcomes gained from action learning.  It is very difficult for groups to maintain the non-directive approach which is essential to the action learning process without a facilitator.

The facilitator also helps the group to establish and maintain their ground rules, keeps time and encourages the members to reflect on their learning and provides notes and support between meetings.

Personally I would not offer a programme without set facilitators.

5. How many times should the set meet and how often?

This depends on a whole range of factors but my preference, and the approach I have found to be most successful is for the set to meet for one day a month for 6 months.

6.  Where should the set meet?  What facilities are required?

A room with enough space and chairs for the numbers in the group including facilitator, and natural light is always preferable.  A table can be useful but not essential. The group will need plenty of breaks during the day so some thought to refreshments and cloakroom facilities are essential.

Part 2 – Guidance for action learning facilitators

Facilitators are responsible for:

1. Establishing the ground-rules
2. Role-modelling the listening and questioning skills
3. Managing the process and keeping the group to time
4. Following up with notes after the meetings
5. Managing the beginning and end of the programme
6. Reporting back to the organisation

1.  Establishing the ground rules

Getting the ground rules agreed at the beginning prevents a lot of problems further into the programme.  Essentials are:

• Confidentiality - Set members need to feel safe in this process so confidentiality is a must. I ask set members to maintain confidentiality about the issues and their presenters but request that the main themes of our discussions are taken back to the sponsor organisation

• Commitment to attending the meetings - Whilst emergencies can and do happen which cause participants to drop out of a meeting at short notice it is important that group members are committed to this process, with small numbers the impact of having one or 2 drop out is detrimental to the experience of those who do attend

• Adherence to the process - The listening and questioning as role-modelled by the facilitator

• Commitment to own learning and actions - Reflecting on the learning achieved from the process needs capturing and a commitment to the action in action learning is required

• Non-judgemental and supportive - Set members will need to suspend judgement about other members and their issues and remain supportive throughout including in the way they challenge one another

2.  Role-modelling the listening and questioning skills

Action learning requires well developed listening skills.  Listening intently to 6 or more people presenting and discussing their issues, listening to the questions put and being able to summarise  accurately takes high levels of concentration over an extended period of time.

Facilitators must be able to demonstrate useful questions which enable the presenter to gain a deeper understanding of their issue.

• Useful questions include What..? and How…?
• It can be useful to reflect the presenter’s own word back to them to check understanding
• If the presenter has presented several issues or appear uncertain about the issue it can be helpful to ask them to clarify what they want the group to focus on
• It can be helpful to challenge the presenter’s view of an issue but this needs careful handling

Facilitators must provide immediate feedback when a leading question has been asked, requesting the questioner to reframe the question. Typical leading questions include:

• Have you thought about doing xxxx?
• When I experienced xxxx what I did was xxx
• What do you think would happen if you did xxx?

Facilitators must stop the group from descending into advice giving, reminding the group that they are to ask questions which enable them to understand the presenter’s issue, the presenter of the issue decides their own actions.

3.  Managing the process and keeping the group to time

Here is a structure which works well for an action learning set with 6 participants:

• Presenter 1 presents (informally) their issue to the group            up to 5 minutes this is uninterrupted time

• Facilitator summarizes                                                                               up to 2 minutes
• Questions from the group                                                                          up to 15 minutes
• Facilitator summarises                                                                               up to 2 minutes
• Presenter identifies actions                                                                      up to 4 minutes
• Facilitator asks presenter for their individual learning (no further discussion from the group allowed)   up to 2 minutes

So the process can be conducted in 30 minutes for each set member

This process is then repeated for each member of the group.

The group will need frequent breaks as concentrating for long periods is hard work.

The facilitator will need to provide some scene setting at the beginning of the day and provide an opportunity for the group to evaluate the session at the end of the day

4.  Following up with notes after the meeting

Participants usually find it helpful if the facilitator sends out a list of actions agreed by each presenter. The facilitator will need to agree with the group the best method of communication and discuss any confidentiality issues.  Set members should be actively discouraged from taking notes about each other’s issues but the facilitator can take brief notes of the issue, the discussion and most importantly maintain a record of the actions agreed. It can also be helpful to ask the participants to keep a log of their learning and moments of insight during this programme.

5.  Managing the beginning and end of the programme

Facilitators need to give some thought to the structure of the first session.  I have found it useful to provide a brief practice session on the questioning skills as even the most senior people can find this daunting especially if the organisational culture is directive.

A clear ending to the programme can be helpful to the set members, and I will often organise a lunch out on the last day or something to symbolise the end of the process.  It allows for a sense of completeness.  However many groups express the wish to continue beyond the life of the programme often saying they will facilitate it themselves.  Few succeed in keeping to the action learning process as without a facilitator groups very quickly revert to advice giving.  But having a supportive network of colleagues is very positive in itself.

6. Reporting back to the organisation

Providing the facilitator has agreed with the set members that the main themes are reported back to the sponsoring organisation then a short report can be submitted.  This is particularly useful when a large programme is run involving numerous sets as patterns emerge and the organisation can then choose to focus its efforts and resources in areas where specific need has been highlighted from the programme.

Find our more about Action learning

There is a wealth of information about Action Learning available on the internet to aid your research including the helpful factsheet from CIPD http://www.cipd.co.uk/hr-resources/factsheets/action-learning.aspx (free registration required to see)

http://rapidbi.com/management/action-learning-sets/
http://rapidbi.com/management/action-learning-for-leadership-development/