The National Learning Institute

Latest Posts

Sharing information

Why don’t people share vital information?

October 1, 2014 No Comments

Andrew O’Keeffe ©2014

A common complaint in workplaces is that people from different parts of the organisation don’t cooperate. This very human phenomenon is often expressed as “silo behaviour”, as “knowledge is power” and as “tension between teams”. The behaviour gets in the way in situations such as cross-selling where different products and services could be sold to the same client, cross-functional teamwork where solutions require different groups working together and in mergers and acquisitions where different groups are coming together.

Zero privacy

Protection in a Zero Privacy World

August 18, 2014 No Comments

©2014 Meryl David  BA (Hons), ABC, AIMM, GAICDD

It’s simple. If you want to (or your business wants to) engage with people under the age of 35 with whom you cannot have face-to-face contact, it’s important to accept that “you have zero privacy anyway; get over it!” (to use the 1999 words of Sun CEO Scott McNealy). Of course, if you have enough money, you can significantly improve your chances of buying the privacy you want for your information. But if you have that kind of money (as an individual or an enterprise), you are likely to have a higher profile and so be more of a target for those who seek to invade your privacy.

What can you do?

Customer meeting

Can a “face” make a difference?

June 2, 2014 No Comments

 

Andrew O’Keeffe ©2014

To lift motivation and performance of a team, put a face to their task – have them meet someone who benefits from their work.

Humans are a face-reading species and as the truism tells us, there’s nothing like putting a face to a name. Once we have met someone we have greater empathy.

It’s not surprising that the science confirms significant impact on job motivation and performance if people who don’t usually meet their clients do so.

Best managers

The Secret to Appointing the Best Managers

March 31, 2014 No Comments

Andrew O’Keeffe ©2014

One of the most important decisions organisations make is who to appoint as a manager. It’s not surprising for a social species that the leader of a group of humans plays a key role in team engagement and output. Our track record in manager appointments tends not to be good, and we could significantly improve our hit rate by using one lever. We could move the power of the decision from above and pass it into the hands of the followers.