Serendipity and Learning

Some of the books I enjoyed in 2022 were: Predators and Prey: An Indian thriller - very well written book that is fast paced and never lets go of the pace. 4000 weeks: A different look at time management in life (something I had known but not in this way) Europe, India and the limits of secularism India, Pakistan - the story of a sandwiched civilization: Both books on decolonialisation of thinking and I thoroughly enjoyed them.  India, Pakistan - the story of a sandwiched civilization - this is the second book of a trilogy in 4 parts. The first as well as this one is a very good compilation - one that ensures that as a reader you begin to see the world from a decolonial lens. The topic of decolonialization is an interesting one itself - a movement that is taking place in India and Africa.  50 things that made the modern economy & The next 50 things that made the modern economy - good, but not that great. Non Bullshit Innovation, How Innovation works: My usual quota of innovation bo

Over the years, I have been a fan of both Kindle and physical books.  I like the Kindle books because if you are travelling, practically the whole library travels with you. Highlighting is easy. I never lose the page I am reading. The book is practically new all the time. I can read in any light. I especially love it when I have to browse for content (happens when I using book for reference at work) Downside - It is still not easy as reading a book. I cant sleep while reading the Kindle - what if it falls down or on my face.  Paper books - only issue is space. Rest, all good.  And prices points of both printed and digital books are coming closer to each other than ever before (I wonder why though) Now here is my observation: Nowadays I am finding it difficult to finish books I have started on Kindle because it requires an additional bit of "get-ready" time.  The book otoh is easy to get started on. Plus unlike a Kindle, the book is not visibly screaming "read me" as

Every so often, an idea wanders and knocks the door to enter into my head and I let the idea in (the door is usually open). As I evaluate the idea, it seems obvious that this idea will never be forgotten and I miss taking a note of the idea. The idea comes in and settles down somewhere in a nook. I am also fairly sure that I know where the idea is sitting. And I delay the note taking further.  And then all of a sudden, the idea is gone. I have to run around search around the brain and it seems like that idea was a ghost. Much panic ensues. I retrace my steps. Eat the same food. Spend time staring at various places. Sometimes, one of these steps, brings the idea back or makes it visible and then I quickly jot it down somewhere - usually by messaging to myself on Whatsapp or Google keep or evernote or a piece of paper nearby.  And thats why I take notes. On Evernote, on Google keep, on Kindle, on a paper beside me, by messaging myself on whatsap. More well formed ideas go into spreadshee

This was a question we were often asked when we were children - What do you want to be when you become big (euphemism for grow-up).  I doubt if anyone asks this to kids these days, but hey people asked us and at various ages, my answers were - Scientist, Navy officer, Yogi. And then reality set in and we went through the grind of qualifications.  Now after all these years of experience, what do I want to be? Or what do I want to do?  One possible answer is to be a "master" at something. Really good at something. So good that you are sought after, wanted.  I see some practitioners continue this journey well into their 90s (yes, not a typo) and that is awe inspiring. My own TA teacher, PK Saru, was a master of her craft. And there are many. So, this is a worthy goal. 

Different companies different pace. Work at the pace your company/client wants you work at Culture building is a slow process, painfully slow.  Like painting a wall, multiple coats are required for the paint to stick and then some. Each time the wall peels off, you have to repaint it, else, well, the culture wall looks ugly. Leader engagement, involvement is crucial (makes a huge difference) for any L&D programs success.  L&D's job is not to get people into the room. If people are not coming to the room (real or virtual), perhaps they dont need what you have to offer. (Think of a TV channel complaining, they have no viewers - yes, you get the idea) People in start-ups are obsessed with customer. Training may not be prioritized. Live with it. Show them how training will help them achieve their goal - that is a killer goal for L&D.  L&D is often used an engagement tool. I dont like, but companies use it Take business objectives and run with it - everything else has a

Some time back I was approached by someone who wanted to do a bit of training - since she was free, had recently retired and had time on her hands. Another one told me, I am a trainer - I always had the gift of the gab. Another time, it was recommended for the juniormost employee to work on leadership training. And a set of students wanted to train people on creativity.  All fairly common problems faced by organizations and people and sometimes they meet - to disastrous effect.  Many years ago when I was somewhat new to leadershp training (I did have the experience of few training sessions under my belt), the organization I was part of had paired an HR person and a non-HR person to train First Time Managers. This is an experience I am immensely grateful to because I was able to see both views - the employees, the HR and the system. And it sharpened my instincts as a facilitator. And one thing, I have done over the years is never lost touch with this perspective - but thats for later. I

 Until a few years back, a training could be structured like a movie. Start with some humour or entry. Share an anecdote, share some facts, quote CEOs, make a couple of discussions, encourage participation and engagement and boom you are home as a trainer.  Give or take there are many variations of this method. You can add a dash of inspiration, razzmatazz, charisma, gift-of-the-gab - none of these make the training stick. Yes, it is great engagement scores, but little more than that.  For a training to stick - the audience has to do the difficult work. And as learning facilitator, knowing well that they will go outside and forget it, you need to plan to bring them back in and practice. Many times. And then measure them on the practice or on the outcome that you expect or on the ultimate business outcome. Rinse repeat.  As you do this a few times, people in the company/cohort, realise that this is the way things are learnt, behaviour is changed and people grow and companies progress. Y

 If everything is taught, what remains? How does a child learn to be spontaneous and learn by serendipity if everything is taught? I recently saw an ad for Lego classes and it left me wondering.  My EO learnt Lego by going through the "idea book" - often as father and son. We started off by making Legos as mentioned in the idea book, but very soon, the Lego was dismantled and became a part of his imagination. This was the fate of every set - except the railway set (I got only the locomotive and the tracks) and a set which had Gandalf.  And then what we made became a story. This is a creative process I have enjoyed much and we created vehicles like a snowpusher (no it doesnt exist) or an ice jeep or gliding horse or a double decker with 4 decks or a vehicle that was made every brick we had. We made endless towers that stretched from floor to ceiling and airports and cities that spanned our entire room.  And that was the extent of my expertise - He outpaced me very soon. As he

I had not heard this term until I read Leadership BS.  Moral licensing refers to  the effect that when people initially behave in a moral way, they are later more likely to display behaviors that are immoral, unethical, or otherwise problematic.  The author takes this up in the context of leadership behaviour and says, once you have done some good - say, been vulnerable, apologised - that allows you to go and do something immoral, unethical or problematic. And this is why good leaders slip - once you have done something good, you have a few points that you can lose by doing something "bad". While this is more of a personal "value" compass running amok, I can think of examples outside of Leadership - possibly in schools and NGOs where the organization feels entitled to break a few rules because they are doing good to society anyhow.