Big Ideas 2021: The Upskilling Imperative

Audio Transcript Auto-generated

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  Hi, everyone.

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  Welcome to the Prezi Big ideas.

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  2021 campaign.

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  My name is Shelly Osborne, and I am so excited

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  to be here to talk about the up Skilling imperative

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  and how we can create a culture of learning in

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  our organizations.

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  It's something that I think we all have the responsibility

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  for, and it's so important to think differently about how

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  organizations can become learning organizations.

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  But before I dig into all of that, I actually

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  kind of want to go off on a tangent for

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  a moment if you'll join me and I want to

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  talk about the apse on our phone.

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  Now I know that everybody has favorite APS on their

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  phones. That's that's just true.

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  And I want you to think for a moment about

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  your own favorite.

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  And before we talk about that, I want to show

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  you one of my favorites.

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  And as you're looking at this, I hope you can

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  guess, maybe think a little bit about what Might this

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  be? What APPA my showing you here on the screen

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  and believe it or not, it's actually the original version

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  of Airbnb Phenomenal company, hugely successful company.

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  And today this is what the APP looks like.

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  It really did start all the way back here with

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  this suitcase app, and it's evolved into an entirely different

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  company. And you can imagine.

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  Along the way, the APP has had all sorts of

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  little changes and releases and adjustments.

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  The company has shifted and evolved.

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  It's thinking numerous times, really reinventing themselves and considering new

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  ways. And that's been part of the evolution of the

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  APA's well, they've had releases, overtime, slight iterations and changes.

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  Now I want you to imagine that favorite app of

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  yours. I asked you to think about a second ago,

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  the one that you're addicted to, whichever one you open

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  up first thing in the morning every day and you

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  just can't help.

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  But look at now.

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  What if that app on Lee changed once a year

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  or even less never changed it all?

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  In fact, software used to develop entirely differently.

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  They used to send these boxes of CDs out to

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  people's homes, and that was actually how we we got

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  new updates on the products we were using.

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  We often had to sit there for hours and hours,

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  loading each 100 into the computer to update the new

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  software, and there were these big, huge waterfall releases huge

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  versions of software.

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  But nowadays that's not how it goes.

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  We do small little releases over time, so an app

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  like Airbnb starts in that first version of itself, that

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  suitcase version and over time, through little releases and through

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  big, big updates, it evolves and becomes something different.

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  And we expect that we expect to plug in our

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  phones at night and have those those updates and those

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  changes happening much more quickly than we ever used tohave.

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  Now it's important for us to think about ourselves that

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  that very same way and to consider ourselves in that

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  agile software development lens.

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  Now I love reading product releases.

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  If if you haven't ever checked it out, go into

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  the apse you're downloading and check out their product releases.

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  There's even medium blog's that capture the funniest ones.

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  But I think it's an interesting way to think about

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  ourselves as well.

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  And if I think about myself and the development I've

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  gone through even just this year, as we're facing a

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  global pandemic, as as we're challenged with with new learning

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  and new ways of working, I've had to develop and

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  have some little releases and some bigger releases is to

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  release is to now.

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  This first version, released 3.45 was more early days in

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  the pandemic.

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  It was when we were thinking about this immediacy of

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  everybody suddenly working from home of the world, shifting of

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  the world, being a very different place.

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  And I knew that I needed to focus on making

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  sure I still gave my team feedback and that there

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  was transparency even while we were remote.

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  And that isn't something that we dropped because we weren't

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  in an office together.

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  Now along the way, I needed another little release.

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  I wasn't done learning.

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  I wasn't done growing and as a leader, I knew

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  that suddenly I noticed there was less feedback coming my

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  way, and I needed to develop and learn a little

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  bit more and asked my team to be giving me

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  more feedback.

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  And these are little tweaks, these air little changes.

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  But just like the apse on our phone, we need

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  to constantly be iterating and developing and having these little

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  releases and sometimes these big releases as we are growing

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  now for me, I think that up.

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  Skilling is iteration and updating for ourselves, and it's an

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  imperative, especially these days when there is so much change

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  and there's so much new coming for us.

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  We need to be embarking on these little software developments.

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  These little tweaks, these little releases and those big ones

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  as well.

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  And considering ourselves learners all the time.

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  And that up Skilling is are imperative.

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  Now, today I want to talk about five ways that

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  we can make learning core to the way we work.

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  I'm going to dive into each of these thes air,

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  the five core pieces I share in my book, and

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  I want to share a couple of examples today in

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  this talk, and I have a little bit into how

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  it can come to life in any organization.

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  At first I want to talk about what it means

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  to develop and foster agile learners.

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  Now agile learners are are those who are open toe

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  learning all the time, who see learning is the way

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  forward to their challenges.

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  Now my husband and I, this is us on a

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  walk. We take what I like to call walkie talkies,

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  and we've been really, really good about thes during the

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  pandemic because we're stuck in our office is working from

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  home all the time, and I think it's been really

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  important to get us up, out and moving.

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  So this is a picture from us on one of

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  our walkie talkies, and and he'll probably kill me later

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  because this is our quarantine haircuts, a ZX well, very

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  early days in the pandemic.

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  Before we could even really access a haircut.

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  But on these walkie talkies and and this is, I

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  guess, uh, sort of the the upside or the downside

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  of being married to a learning professional.

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  We're always talking about learning and reflecting and thinking about

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  what we've done recently what we've learned recently.

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  And we ask ourselves a Siris of questions to get

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  us really thinking about what we've learned in the past

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  and where we need to go in the future.

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  And those questions are fundamental because they ask us to

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  take into account our experiences, but then also start to

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  be predictive about where we need to go, and it's

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  it's something that I use also with my team.

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  It's not just something I reserved for Tom and I

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  and our walkie talkies.

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  But I use this in off sites, and I use

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  this with executives, and it's so helpful to ground us

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  in our learning.

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  And the three questions are, What have I learned before?

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  And when I say before it can be in another

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  job, it could be in another environment or setting whatever

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  it is.

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  But that's becoming applicable to your current situation.

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  What did I learn today and then for this one,

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  I don't actually mean literally today.

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  It could just be in the very, very recent history

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  or past.

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  What am I learning right now that's becoming relevant or

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  important to me?

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  Or that I'm going to need to use in the

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  future? And then what do I need to learn next,

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  recognizing either through that recency or through looking at past

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  experiences what you might need to be more successful to

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  be, uh, continuing in your learning journey, or to step

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  into a new role or develop something completely new and

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  asking these three questions starts develop a muscle.

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  It starts to develop that perspective of those little tweaks.

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  Those little changes in our software those little ads but

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  also gives us space to think about those big additions,

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  those big software releases that we want to add to

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  ourselves as people as we continue to grow now when

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  we're thinking about those five ways to make learning core

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  to the way we work.

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  There's also a riel importance to focus on feedback, and

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  I like to say that feedback is fuel.

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  It is just like the air we need.

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  It's like tthe e the water we drink, the food

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  we eat every day.

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  It is fuel for our growth and development, and oftentimes

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  people say feedback is a gift and and sure it

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  can be.

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  But I can go forever without a gift, But I

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  need fuel.

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  I need fuel to survive, and that's what feedback is.

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  And it's easy to take it for granted.

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  It's easy to assume that it's happening in an organization.

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  It's easy to to have it happened only a couple

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  of times a year.

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  But for a company to become a learning culture, it

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  really needs to be rooted in a culture of feedback.

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  All ways up, down, sideways, constructive, positive feedback all the

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  time, as much as possible.

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  Now what matters for that to happen is that it

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  needs to be embraced from the very top.

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  But it also needs to be embraced at all levels

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  of the organization, so we need to teach everyone to

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  give feedback.

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  Oftentimes we save that just for managers.

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  We Onley bother to teach those folks how to give

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  feedback. Well, think about how powerful it is for an

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  individual contributor to give that feedback really effectively to their

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  manager. And we need to embrace it at the top

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  for sure.

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  And it needs to be lived and it needs to

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  be realized.

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  So leaders need to not only give feedback but create

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  spaces where feedback is asked for and accepted and welcomed.

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  We need to socialize failures as learning.

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  We don't talk about failure without pointing out the learnings

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  along the way and realize that you didn't fail, you

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  learned, and we really do want to change the branding

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  when we started working on feedback is fuel that you

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  to me, it was very, very important that we didn't,

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  um, give it this negative connotation feedback almost always has.

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  So we actually worked with our marketing team to branded

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  as feedback this fuel, recognizing that it needed a bit

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  of a rebrand and now you.

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  To me, I am an absolute broken record.

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  I don't know if a day goes by.

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  Certainly not a week goes by where I'm not saying

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  in some sort of public, all hands or someone else.

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  A leader at the company isn't saying in a very

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  public way.

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  That feedback is fuel.

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  It's taken a life of its own, and it is

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  my job to continue to be that broken record.

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  But it lives within the organization and its ZX shared

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  and evangelized by all.

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  Now we work really hard to make feedback continuous, and

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  we do a lot of things.

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  When we first launched this program, we started with campaigns

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  around asking three people for feedback and giving prizes.

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  Uh, that that circle feedback is fuel logo stickers that

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  we've given out so people can put them on their

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  laptops or their water bottles whatever.

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  But we've really, really embraced, giving it a very positive

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  vibe and then bringing it into all parts of the

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  of the employee life cycle.

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  Not just this performance review perspective that many companies have,

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  and we also really focused on giving people wth e

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  empowerment to talk about what feedback should look like and

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  how they feel about it.

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  So we've We've really dug into people's own experiences and

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  perspectives, having them share when they like to receive feedback

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  with their managers and asking them toe have those very,

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  very open conversations, something not always done.

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  Now that feedback is fuel program was one of the

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  first ways that you to me, we really thought about

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  how to think like a marketer.

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  And that's the next way to make learning core to

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  the way we work.

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  And it is one of the most important things I

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  shared. A few examples there with feedback is fuel, and

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  I'd love to share Maura about how marketing is essential

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  to creating a learning culture.

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  The truth is, if people aren't listening, it's because we're

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  not speaking their language.

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  We aren't actually communicating with them in the ways that

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  are meaningful for them.

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  And ah, lot of this comes down to how we

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  can creatively market and make campaigns to share the learning

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  experiences, the actual assets, the content and the knowledge we

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  want to give them and creativity.

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  It's not an art.

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  I know so many folks feel like Oh gosh, I'm

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  not creative.

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  I can't be creative, but creativity is actually a skill.

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  And as we're thinking about building learning cultures, as we're

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  thinking about getting people engaged with programs, we need to

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  embed creativity.

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  We need to speak their language.

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  We need to capture their attention in a sea of,

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  well, a lot of noise, especially in a time when

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  we're all working remotely and we were inundated by so

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  much text, so many messages, so many news stories.

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  Now I have a creativity framework that I use when

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  thinking about how to create creative campaigns, creative programs, really

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  creative educational experiences.

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  And in a nutshell, it comes down to giving yourself

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  freedom to to think differently about the work you're doing.

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  So it comes down to consuming.

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  What are you reading?

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  What are you watching with feedback?

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  ISS FUEL.

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  We actually launched that campaign with a parody of Jimmy

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  Kimmel's mean tweets called mean feedback, and we came up

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  with that idea by thinking about what we watched on

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  TV. The movies we watched, the books we read, look

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  for inspiration.

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  There we thought about flipping the script with other programs.

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  What's the opposite of what we're trying to dio we

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  looked at following others.

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  So it is a great thing to find inspiration in

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  the work that others dio.

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  I often follow teachers.

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  I'm a former teacher, and I looked at the creative

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  ways they're engaging people in their classrooms, their students and

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  how we can bring that into the corporate education space.

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  It's about finding connections.

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  How can we connect what we're doing with other things

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  that are happening for folks and, most importantly, leaving space

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  for incubation, leaving time for you toe surface and popcorn

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  up thes creative ideas.

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  Now this example comes from a pre print pandemic story.

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  But one of the most creative programs we've put together

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  was based on ah, program that we were doing to

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  break down silos in a team.

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  We heard from the leader at the time that there

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  were a lot of silos.

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  Groups weren't working well together, and he wanted to do

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  something really, really creative to show folks how working together

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  was far stronger than breaking apart into teams.

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  So we actually replicated a top chef style challenge where

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  we asked teams toe work on creating food trucks, and

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  we told them that the goal, the whole goal was

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  to throw a great party for their teams.

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  But what happened was they immediately broke into teams and

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  start competing against each other rather than realizing their goal

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  was to collectively throw a party.

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  Now this actual learning experience allowed us to have a

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  deep and meaningful conversations about what it means to work

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  collaboratively. And it was also incredibly creative, Despite the fact

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  that it was very different than their day to day

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  work. It actually allowed us to surface some of the

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  lessons, the habits and the things that are happening in

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  the organization in a way that created space for meaningful

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  conversation on.

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  We did it in an incredibly creative way.

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  Now, this food truck challenge we put together is one

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  of the favorite events we've ever done it you to

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  me. And it was inspired by all of those methods

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  I shared, uh, in that creativity framework.

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  It was about what we consume.

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  The leader we were working with is obsessed with the

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  TV program top chef, and that inspired us.

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  We tried to look at creating the opposite.

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  What's the opposite of working together?

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  Well, let's break them into this perspective where they suddenly

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  think they have to be competing in teams, and it

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  allowed us to have great conversations.

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  We looked at teachers and other groups had replicated these

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  kinds of challenges.

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  So thinking creative creatively is a skill.

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  It's not an art.

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  You can put together the steps and you can take

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  those steps to come up with really creative and interesting

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  ideas. Now next up is one of my favorites is

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  putting learning into the flow of work.

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  Now this is something that it's so essential today.

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  It is no longer acceptable or suitable to go spend

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  days away, taking a learning or training.

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  We need to learn as we go, we need to

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  learn in the moment.

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  I like toe.

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  Liken this to a really famous architectural principle, which is

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  this idea of the pyramid of the triangle in your

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  kitchen. And the best kitchens are actually designed in such

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  a way that the workstation, the cook station and the

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  refrigerator are all in a perfect triangle.

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  So they are set up so that it's really easy

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  that you are perfectly positioned to reach for that exact

• 18:05 - 18:08

  drawer. Thio, turn to your right and open the refrigerator.

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  It's perfectly set up.

• 18:10 - 18:12

  It doesn't matter the size of your kitchen.

• 18:12 - 18:15

  If it's, Ah, big, beautiful kitchen like this one or

• 18:15 - 18:18

  a smaller one, you really do wanna have it set

• 18:18 - 18:21

  up in such a way that there's that triangle and

• 18:21 - 18:22

  learning should be the same way.

• 18:23 - 18:26

  It should become muscle memory that that drawer is right

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  where you need it, where you access that learning that

• 18:29 - 18:31

  the refrigerator door is second nature to open.

• 18:32 - 18:35

  So is your access toe learning and development, and it's

• 18:35 - 18:38

  easy to insert into the flow of your workstation.

• 18:39 - 18:41

  That's what learning in the flow of work is.

• 18:42 - 18:45

  Ways we can think about doing that in organizations include

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  having learning budgets for everyone in the company, not just

• 18:49 - 18:52

  those people we call so so called high potentials.

• 18:54 - 18:55

  Everyone has potential.

• 18:56 - 19:00

  There should be dedicated timeto learn time set aside within

• 19:00 - 19:03

  the organization and then autonomy over learning.

• 19:03 - 19:06

  Certainly we want to give people direction and guidance, but

• 19:07 - 19:09

  we also want to give them the opportunity to learn

• 19:09 - 19:12

  what's important and relevant for their role will never fully

• 19:13 - 19:16

  understand every single role we want to give people the

• 19:17 - 19:17

  ownership empowerment.

• 19:18 - 19:21

  To do that, we wanna build it into career paths

• 19:21 - 19:22

  and into career development.

• 19:23 - 19:25

  That learning is a big part of the conversation.

• 19:26 - 19:28

  And you want to think about tools like you'd be

• 19:28 - 19:32

  for business, a digital content catalog where you can actually

• 19:32 - 19:35

  access learning like that drawer at your moment of need.

• 19:36 - 19:38

  He want to build that muscle memory and have that

• 19:39 - 19:40

  drawer ready for folks.

• 19:41 - 19:43

  An example of this recently with my team as we

• 19:44 - 19:47

  we sort of began working in this pandemic, we realized

• 19:47 - 19:50

  that we needed to do some better project management and

• 19:51 - 19:53

  work a synchronously ah, little bit differently.

• 19:53 - 19:56

  So my entire team moved every single project onto a

• 19:56 - 20:00

  sauna, and some people were asana pros, and some people

• 20:00 - 20:03

  were entirely new to this way of working now for

• 20:03 - 20:06

  us. What that meant was that we needed to do

• 20:06 - 20:08

  a little bit of learning for some folks, and some

• 20:08 - 20:09

  folks were ready to go.

• 20:09 - 20:12

  I was able to show folks real quickly and a

• 20:12 - 20:16

  sauna project management course on the enemy platform and even

• 20:16 - 20:18

  pointed them just to the couple of lectures that would

• 20:18 - 20:18

  get them started.

• 20:19 - 20:22

  You don't even necessarily want folks to be watching the

• 20:22 - 20:23

  entire course.

• 20:23 - 20:26

  You want them to watch that that nugget of learning

• 20:26 - 20:29

  that gets them going that gets them started on the

• 20:30 - 20:33

  work they need to dio that is putting learning into

• 20:33 - 20:38

  the flow of work now up next is maybe the

• 20:38 - 20:42

  most important one, and without it, this all will fail.

• 20:42 - 20:47

  It's signaling the value of learning because none of this

• 20:47 - 20:47

  will work.

• 20:47 - 20:50

  None truly none, if leaders aren't involved.

• 20:51 - 20:54

  And that means leaders at the top of your organization

• 20:55 - 21:00

  and leaders at every level of your organization, for managers

• 21:00 - 21:03

  and leaders to signal the value of learning what they

• 21:03 - 21:07

  need to Dio is talk about their own failure and

• 21:07 - 21:08

  talk about it as learning.

• 21:09 - 21:12

  Talk about how they learned through those moments, open up

• 21:12 - 21:14

  about their own learning experiences.

• 21:16 - 21:19

  Advocate from the top for learning toe happen within the

• 21:19 - 21:23

  organization, and to socialize that learning is never done.

• 21:24 - 21:27

  It's so meaningful when a super senior leader is talking

• 21:28 - 21:31

  about what they're learning next and what they're developing in.

• 21:32 - 21:36

  I have an example here of one of our most

• 21:36 - 21:38

  senior leaders that you, to me, R S v p

• 21:38 - 21:42

  of marketing Liebert finished, are you to be manager curriculum?

• 21:43 - 21:45

  Recently he was actually among the first five people who

• 21:45 - 21:50

  graduated, and he immediately shared with all of the managers

• 21:50 - 21:52

  that you, to me, how meaningful that work was for

• 21:53 - 21:55

  him, how important it was reflect on his management lessons

• 21:56 - 21:58

  and continue to develop in his manager journey.

• 21:58 - 22:01

  I can't say enough for for leaders who do this,

• 22:02 - 22:04

  who take that moment to share what they're doing, how

• 22:05 - 22:07

  they're continuing to develop and have that vulnerability.

• 22:09 - 22:13

  Now this learning can't sort of just happen on on

• 22:14 - 22:14

  odd days.

• 22:15 - 22:16

  It has to be those those iterations.

• 22:17 - 22:20

  It has to be a constant flow of little developments

• 22:20 - 22:23

  like the software we talked about at the beginning of

• 22:23 - 22:24

  this chat.

• 22:24 - 22:28

  It's many tweaks, and it's big big releases.

• 22:29 - 22:31

  Its developing in always constantly.

• 22:32 - 22:35

  This is how we need to think about ourselves, like

• 22:35 - 22:35

  the software on our phones.

• 22:38 - 22:40

  Now I'm so happy that I was able to share

• 22:40 - 22:43

  with you all those five ways to make learning court

• 22:43 - 22:43

  of the way we work.

• 22:44 - 22:45

  I'd love to stay connected.

• 22:46 - 22:47

  You can always connect with me on LinkedIn.

• 22:48 - 22:51

  You can check out my website, the up Skilling imperative

• 22:51 - 22:54

  dot com or check out my book on Amazon.

• 22:55 - 22:57

  It was a pleasure to share with you all today.

• 22:58 - 22:58

  Thank you very much.