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Audio Transcript Auto-generated
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Hi, I'm in Eubanks, a researcher, author and speaker.
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And today I'm gonna talk to you about why neuroscience
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need to be a part of how you look at
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learning, training and developing your people.
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There's actually some really interesting concepts in the field of
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neuroscience that apply to how our brains operate.
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And strangely enough, if you look at how most companies
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try to train their employees, they're actually using things.
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They're using methods that don't align with how our brains
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naturally work, which seems kind of silly.
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It seems kind of pointless.
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And so we're gonna go through three quick ideas to
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dive into this number one.
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We are all natural explorers.
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We intuitively and have this innate desire and drive to
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explore and look for things, which is great.
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We can harness that for learning opportunities.
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We can let people explore and learn and create and
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innovate and experiment and try things.
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That's how we learn best not by putting people in
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a classroom force them to sit quietly, not allowing them
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to interact with others that leads to negative outcomes.
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That leads to bad results from a learning perspective.
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So let them do that.
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If we allow them to follow the scientific principles of
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observing, creating hypothesis.
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Why does that happen?
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Let's experiment.
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Let's try something.
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Let's see if we can create a better results, better
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impact and then look at those results and repeat that
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over time.
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That leads to the best possible outcomes.
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Research shows that the vast majority of how we learn
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as adults as individuals is not formal training in classroom
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styles formats.
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It is not from even interaction with others.
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The vast majority of how we learn is by experimenting
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experiential hands on learning.
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That's where that drives from advice.
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You want to think about how to make this impact
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full of your organization.
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Think about providing some white space so people can explore
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this and not just white space to say, maybe they'll
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do it.
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Maybe they won't but actual encouragement.
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We're giving you this opportunity, dio toe, learn to develop
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yourself. We want you to focus on this.
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We want you to experiment.
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This is not fatal failures.
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This is an environment where you can try and you
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can learn and you can grow.
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And we support that.
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We encourage that as an organization.
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The second principle is that we forget my wife would
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argue that I forget more than the average person, but
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we'll just leave it at that.
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We often forget things.
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There's actually a study done years ago by having house
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that shows that when we are taught something, if we
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don't have a chance to apply it, we don't have
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a chance to reiterate it.
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We don't have something that boosts that, learning that we
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lose the vast majority of it within just a few
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days time.
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Okay, we need opportunities to reinforce that.
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We need opportunities to apply.
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We're learning if we can shorten that gap from what
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we're doing and training to what we're doing on the
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job and shorten that opportunity, it will stick.
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Also, it gives us a chance to really see the
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principles applied were not just passing on knowledge.
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Passing on concepts were passing on things that people can't
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apply and change their behaviors.
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And anyone who knows working with people changing behaviors is
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the hardest part.
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But it also creates the most value because we know
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what behaviors Dr Value, one of things that you can
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dio to really make this practical because it seems like
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it is challenging people forget that's the natural part of
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how our brains work or don't work.
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However, you wanna look at that.
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One way to do it is to create multiple touch
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points, ways for people to interact with something you're teaching
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them and then come back later and interact again intact
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again with other pieces and ideas and concepts in there.
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There's an amazing company I ran across recently.
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They hold the most patents in the state they're in.
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They hold more patents than any other organization.
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One of the things they dio is they actually have
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thes internal hackathon events where they'll teach their people some
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concept or idea.
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And then after that very short teaching session, they give
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them 24 hours to go and build something using what
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they just learned.
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They're shortening that gap.
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How likely are you?
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How likely do you think it is that those people
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who are learning those things are gonna remember them six
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months later?
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Ah, year later, or even longer than that they're putting
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into practice.
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They're using them on problems they want to solve, and
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they're immediately diving into that is gonna stick and we
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know it based on all the research and based on
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practical application, we know those things will stick.
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And last but not least, we don't care for boring
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things, right?
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If this conversation today it was not exciting, I wasn't
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using some examples.
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If I wasn't bringing you into this thing, guess what?
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You probably would pay attention to it.
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We do not pay attention to this.
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How about this?
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If I asked you how long it took you to
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tie your shoes this morning, how we gonna take exactly
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down to the second?
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Hello. Most of us don't know that.
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Why? Because we don't pay attention to it.
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It doesn't.
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It's not a focal point for us.
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It doesn't matter in the big scheme of things, and
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so our brains have intuitively block that out.
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It's something that doesn't require brain power because it's not
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a priority for us.
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Our brain looks for things that are relevant and focus
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on those.
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Anything that's relevant, it skips over.
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Okay, is the way you're teaching and developing and growing
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your people meeting that threshold for interesting for relevant relevancy
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is everything.
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It connects us.
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My favorite behavioral scientist is Dan Aerially from Duke University
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and one of the things that his research has shown
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us. If someone sees the impact and understands how their
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work is tying into a bigger purpose and they can
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understand that connection that purpose, they're willing to work twice
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as hard.
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They're willing to deliver twice as much effort because they
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want to see that impact, that result that they're feeding
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into all their work.
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It's feeding into their not just building a widget are
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doing a task.
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They're doing something for a bigger and more noble goal,
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and people want to feel that connection there.
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There's one other idea that emphasizes this.
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If you ever heard the term muscle memory, we do
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actions. We do things without even thinking about them.
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The term muscle memory was actually coined by this, uh,
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this gentleman.
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His granddaughter had played a trick on him.
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She had gone through, actually sewed up the button holes
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on his jacket as a joke, and he was walking
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around getting ready one day and was fumbling with his
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jacket and wasn't thinking about it.
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And he kept just working on it, and he realized,
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I've been working on this for a few minutes, doing
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other things getting ready.
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I haven't thought about this consciously yet, and yet I
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have been able to do it, and he looked down
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and realized she had played a joke on him.
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But he realized at that moment that our brains are
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just wired to do things without us thinking about them.
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So if you want people to learn, you want people
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to see the important concept you're trying to teach them.
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You want them to develop and grow.
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You got a shock their system out of that and
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make it relevant.
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You gotta make them feel connected.
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Big picture.
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These are just ideas, but how do we connect them,
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and why do they matter?
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Our research shows that organizations who have a dedicated learning
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strategy to how they deploy, how they interact with how
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they support their learners.
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They're twice as likely to be a high performing company.
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And at the same time, companies that air high performing
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or twice as likely to measure the outcomes measure the
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impact, their learning.
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This isn't just a new idea, and its own little
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bubble and some little vacuum that has no impact.
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This is about finding ways to create a bigger impact
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on the business through the talent that you have, and
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learning is one of the key levers we have that
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could help us to do that, to help us to
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make that happen.
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We have a two minute amount of research on this
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topic and other areas off HR.
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Recruiting, learning, talent management how we engage with support our
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employees. We have a ton of research on that.
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If you want to check it out, you go to
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L h r a dot io slash research.
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I'd love to share some of that with you.
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Help you understand what's going on there.
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If you have questions paying me, you can find me
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on LinkedIn.
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I'm I'm out and about, and I just love talking
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about learning and how this is important not just for
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businesses, not just for organizations, but for the individuals.
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Every single one of us has learning goals for our
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lives, for our work lives, our personal lives.
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We have learning goals, and when those start to roll
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up, it could create this amazing tapestry of value and
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opportunity that never seems to end.
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Thank you very much.