Realization & Discovery is the new Learning & Development

So what’s really in the name, you might ask, that makes Realization & Discovery the new Learning & Development. Let’s first understand are they different and if so, what makes them different in the first place. Can you think of a time when you learnt something new? I can. My first time at a wine tasting event helped me to contrast better between dry and wet wines; between fruity and sweet wines, etc etc. So how did that help me? Sure it made me appreciate wine a bit more than otherwise and I was incrementally (and initially) more knowledgeable about wines in the process. But I would term that learning as a passive experience since it was not an event that I attended to learn about wine tasting. It was part of our intern associates event and I figured it would help me to network with colleagues in the organization. Now, can you think of a time when you had a Realization or a Discovery? This one’s a bit harder to wrap your head around (possibly). Still, I got one in mind and it’s related to alcohol so that we can draw an “apples to apples” comparison. I was recently at a dinner with some friends at a newly opened bar in Bombay; only this bar specialized (and had a reputation) in Rum based cocktails. Now I wouldn’t classify myself as a Rum person (and for that matter anything more than a social drinker). But somehow, the cocktails at this place had a certain punch that made me realize my liking for Rum as a base for cocktails. So how did that help me? Well, trying out the cocktails triggered me to want to learn more about Rum and how to make good cocktails at home. And so began my journey of understanding Rum – the etymology, the classifications, different names or variations of rum, premium Rum and yes, the recipe for some of the world’s most well known Rum based cocktails. Let’s pause and contrast for a second. Now you might turn around and say maybe I also had a realization that I wasn’t that much into Wines as I was into Rum. True, so I did have a realization even at the Wine tasting event. But considering the realization with Rum cocktails triggered me to act, I would term it as an Active learning experience. Maybe the momentum in me to want to learn about Rum would die out and not make me a Rum connoisseur; but even then, I would have been proactive in seeking out information and be more open (and keen) to learn about Rum as a result of this realization. So in contrast, at the Wine event, I learnt something about Wines, but then I honestly forgot. Why, well because I realized I just wasn’t that much into knowing about Wines. But at a bar, where you might think I would remember the experience based on the conversations I had with friends, I actually Realized a previously ‘hidden’ aspect about me – my interest in Rum based cocktails. This realization triggered a journey to learn about Rum which although limited, I have a far deeper recollection of than the Wine tasting experience. So coming back to the original point, I would term Realization & Discovery as a trigger to a more active learning process. Learning & Development on the other hand, appears more passive – based on what you are receiving, but not ‘actively’ looking out for. To reverse that thought, you cannot ‘actively’ look out for a learning experience until you know why you specifically want to know something. Realization & Discovery addresses that ‘Why’. Hence, R&D can provide meaning to your Learning and Development. In the workplace, R&D can add more meaning to your role and in your interaction with your colleagues, with your customers. Your instances of Realization & Discovery (and believe us when we say they are many) are what would trigger the most powerful learning experiences for you. Learning & Development without R&D is nothing more than a glorified training workshop without any personal meaning for you as to why you should attend it. So can you think of a recent Realization & Discovery at the workplace?

Why Supernova (What’s in the name)?

Believe it or not, while there was much thinking and deliberation involved in naming this application, the decision to go with Supernova was a bit arbitrary. But once taken, it was amazing to “Discover” how many meanings and connections Supernova had at so many different levels. Lets look at the original definition of Supernova – a giant explosion caused at the end of a star’s life. For astronomers, there’s possibly no greater source of inspiration and awe than to capture this phenomenon across distant galaxies in the universe. Quite a discovery! • Supernova is to do with the Universe. For most people, the Universe is a topic of intrigue and the more we know, the more questions we have. It perpetuates a continual need or feeling to learn and grow…to Realize & Discover. • Supernova is inspirational. We believe so should be a person’s journey of learning in the workplace on an ongoing basis. • Supernova is a rare occurrence. Somehow, we rarely capture our learning at the workplace as well as it is not often observed, noticed or felt. However, the use of Supernova is to make people take notice of and realize what they have learnt and how they applied it in the workplace more often than they would without Supernova. So while the astronomical Supernova is similar to the workplace Supernova in that both are inspirational and awesome, Supernova in the workplace is more frequent and now more noticeable and apparent. • We believe that high performance is sustained only when there is a meaningful purpose associated with your work, with your role. Through Supernova, we are adding more meaning for employees by helping them to draw a parallel in their roles against something that is Inspirational and yet potentially more frequent than we may take notice of. • And finally, we noticed users often cite the word ‘use’ or ‘using’ before mentioning Supernova. Hence, ‘Use’ became the most apparent and appropriate action verb to associate with Supernova – in discussions as well as for the domain name. So there you have it! Just a few reasons why Supernova is “Super-appropriate” for what we are trying to achieve! Can you think of any other reasons or perspectives? We’d love to get your ideas as well so please contribute!

Expanding your Horizon! (Part 1 of 2)

In this 2 part series, we explore why employees ought to expand their perspectives and how learning can cease if they do not do so. Part 1 covers the business aspect of expanding your knowledge while Part 2 focuses on people management and relations. The other day I was talking to a friend of mine who was sounding rather despondent over the phone. He shared, “I’m not seeing much growth in the organization nowadays.” That got me a bit perplexed. The person was part of a high growth business unit of a large, well established and well respected multinational organization in the healthcare industry. [He’d get direct visibility from the Country Managing Director during marketing events, recognition from customers in front of his boss, respect from peers, access to global projects where his inputs would impact strategic decisions for the business related to marketing, positioning and the like. Then why the feeling of “not much growth?” Well, he said, there’s just more of the same now happening for me after three years of being in the organization. I was completely lost now. Three years is a good time to know the ropes and start to get noticed by people who matter in a multi billion-dollar organization. Despite spending a good amount of time to be in an organization, I would argue that growth, for such a person couldn’t stop or plateau. ] I probed further, curious to know what was beyond the obvious. He gave examples that equated growth with learning. So apart from the growth in salary, the recognition and the role, his learning was not continuing; he was not learning new things. Imagine the Company’s horror if they were to know such thoughts came from a high performer! Much has been written by experts on ways and means in which to engage and motivate employees. But how can we ensure employees continue to learn something new? How do we define what ‘new’ means and how often should we be learning something ‘new’? How can we realize the possibilities of doing something better, even if it is already going well? For example, how do you make a high performing sales executive reach a higher target, when he is already overachieving his previous targets? Part of the solution, to realize an improvement or to learn something new, can lie in active discussions with various stakeholders across departments to get an understanding that covers the length and breadth of the organization. Another can be to understand perspectives of colleagues about you as a person, as well as to their roles in the company. Eg For a sales executive, achieving and over achieving sales targets are clear goals. But what impact can over achieving targets have on supply chain? Does it merit an understanding of the goals and challenges of people in procurement or customer service, as well ? Oftentimes, people operate (and hence learn) in silos. Its possible to be a high performer, yet only operate in close proximity to my supervisor. If you have a team, then possibly you can include them, but rarely does this collaboration extend beyond your function or department. How else do you justify a 3 year old stating he is not learning something new in a 122-yearold company? It’s time we broaden or expand our Horizon. 9 Steps to Effectively Link Learning with Business We all have attended multiple training programs, seminars and conferences. At some point, we would have come across an eLearning program as well. How many connections or links can we draw between these programs or courses, and our goals? Did they help us achieve the goals or overcome a major obstacle that would have prevented us from reaching this goal? At best, we would have anecdotal answers and at worst, no clue! Ron Ashkenas, in his Harvard Business Review blog, Translate Training into Results, mentions that starting with the end in mind ensures you have a clear implementation plan of how to apply your learning once you get back to work. Yes, that does effectively define the starting point of what training is required and how it will help. To insist that participants execute the implementation plans is also helpful but does that translate into execution? Typically, any business-originated training program should have at least a 3-month timeline, if not more. We can also argue that besides a start, why is an end date required? Learning should be perceived as a continuous process and not a startstop or start-apply-stop event. For three months (and counting), to execute an implementation plan would also require an alignment with the supervisor – his or her sponsorship and continuous feedback , else he or she may pull the participant away from the plan and towards some other business exigency. Secondly, it’s important for the participant to immediately articulate how he or she applied his/her learning on the job. Doing so repeatedly does two things: It re-establishes the importance of what the participant learnt and aids in reapplication (not just retention) It also forces the participant to think about the linkage of this application with the outcome If I’m in Customer Service, then I must display empathy – internally and to the end customer. If I consciously capture my application of empathy – such as listening and paraphrasing what the customer said – I would also understand its impact on the customer, eventually if not immediately. Learning something new and application of learning are two sides of the same coin, yet they are extremely fleeting instances. A single statement in a conversation with a stakeholder can be highly influential so my ability to capture that statement will help me to understand its impact and re-apply in some other context as well. For an executive in Customer Service to capture such contextual application repeatedly will help him or her draw multiple links between learning and business impact. 1 or 2 links may be anecdotal and hence subject to individual interpretation. But multiple links not only suggest patterns, they increase the probability of someone actually endorsing the link based on observation. Hence, we believe to deliver Business Results & Improve Learning Outcomes, participants must ß start with the end in mind ß state clearly what learning they intend to improve and what is the required business impact ß not limit the timeline post a training program since application of learning can broaden their perspective ß align with the supervisor to ensure continued support ß capture every instance of application ß actively engage the supervisor to share perspectives on their application – what is going well, what can be better ß get the supervisor (and others) to endorse the application and improvement of learning ß link each application of learning with an action plan ß describe how the application enabled the progress (and completion) of the action plan Sounds like a lot! It is if the implementation plans are not business specific. If they are, then its “Business As Usual…but with Extraordinary Results!”

Expanding your Horizon! (Part 2 of 2)

X Steps to Effectively Link Learning with Business Application of Learning or

Post Training. Does it have to look like a black hole?

Integration of Learning – from the workshop to the workplace – sources for

From Supervisor to Super-Wiser!