There is also another angle that everyone should consider in their learning curve. To use an analogy the river runs deep in place, wide in others and shallow in some areas.
Thus some speakers or trainers will use different approaches, styles and techniques. This is all welcome.
A Few years ago there was a study conducted amongst the top 25 salesmen in the world. To what did they signify their success – CPD. Continuous Professional Development. When they asked one of the old timers why he attends the ABC of Selling courses once a year , his reply was – Athletes go back to basics, I sharpen my saw and who knows, the instructor, may just say something that will provide me with a breakthrough with my next client.
The point I am making is that the cycle of learning moves from unconscious incompetence to unconscious competence (normally depicted as 4 stages). However there is a fifth stage and that is the one called Unlearning. If you are prepared to unlearn and understand that the mother of skill is repetition , then you will attend as many workshops, seminars and conferences as possible.
You will read as many books as possible. If you want to learn the art and science of making love, don’t just read sex magazines and books but also read about the Kama Sutra and tantric sex.
That way you will become like a sponge and be someone that can call on many ideas, theories and street smart skills.
The acronym SWOT is often associated with analysis at the organisation level. However, I have adapted (see below) and used the technique at the team (or group) level, as well the individual level:
S = Strengths = What are we/you good at doing?
W = Weaknesses = What do we/you need help with?
O = Opportunities = What would we/you like to do?
T = Threats = What is preventing us / you from doing what?
Two priests got into an argument about smoking and praying at the same time. They couldn’t resolve it, so they decided to each write the Pope and have him decide it.
When both had received their answers, they got together. "What did His Holiness tell you?" asked the first.
"He said that it was fine," answered the second. "What did he tell you?"
"Very strange," responded the first. "He told me that it was forbidden. What did you ask him, anyway?"
"I asked if it was all right to pray while smoking. He said that prayer is always appropriate. What did you ask him?"
"I asked him if it was all right to smoke while praying. He said that smoking would defame the sacred act, so it is forbidden."
Often, it’s all in how you ask the question!
I just read an interesting article in the Business Report which stated that the global financial crisis is largely the result of financial institutions not taking risk management seriously.
The article contained a number of interesting pointers and is based on a KPMG survey on risk management in banks which was released on Monday.
The article states that risk management was just a support function and an interesting finding was that though risk management programmes exist, there were shortcomings in their approach.
This correlates with my experience in teaching understanding about reputation risk. Worldwide reputation risk is seen as the one risk that is the most difficult to define and manage. Therefore it is often left to chance and dealt with post event.
It just goes to show that if there are problems existing with traditional risk programmes, then reputation risk is even less understood and managed.
In my master class workshops I show the audience three ways to define reputation risk. It is only then that the reality dawns on them, how to mitigate it.
(If you are interested in learning more about Reputation Risk, and whether it is a strategic risk on its own or just a consequence of a risk, register for my next Reputation Risk Management Master Class).