In preparing for a series starting this week, Staying Centered Through Conflict™, I wrote a note to the participants. Part of it read: “For me, conflict tends to arise in two categories: critical needs and inconsequential stuff. Our sessions will provide tools for managing the critical needs. The conflict that we classify as inconsequential stuff is perhaps best managed by recognizing it for what it is – annoying, a nuisance – and ignoring it. Our effort is so much better directed towards other things.”  

Comedian George Carlin has a bit he used to do about driving in which he describes people who drive slower than him as idiots and those who speed past as maniacs.  Perspective is a funny thing. 

I was reminded of that when listening to funny stories being shared by a team during an exercise recently.  Their experiences prompted me to share a story of my own:

In Same Training, Half the Time, I invite readers to expand on this excerpt from the book – a list of challenges that are driving increased demands on learning.  Please share additional reasons from your experience in the comments of this post.

• 1. Listening Versus Learning. What technology can accomplish in regard to content transmission is unquestionably impressive. Today’s enhanced speed of information and speed of communication leave many people believing training should happen as quickly. And the pace shows no prospects of slowing. Content transmission is not the same thing as learning though. Read that last sentence again—it is foundational to the challenge of this book.

Once upon a time – well a month ago – I attended an open-mic storytelling event and was reminded of the staying power stories possess, the vivid imagery they can create, and how much fun they can be to listen to. We heard five stories that night and I had five unique experiences – the first story informed me, the second deeply moved me, the third motivated me, I laughed hysterically at the fourth, and was reminded of how fortunate I am by the last. That is a lot in the span of 90 minutes or so. And what is more – I remember all five stories clearly – I can see all five of them as mini-movies in my mind right now – weeks later. And that speaks to the power of stories for trainers, those who lead meetings, and – frankly – all of us.

In my work with learning and development leaders, I commonly encounter professionals working hard to enhance other employees’ skills and develop them for the future of their positions. Yet, so often, that same effort isn’t invested in preparing themselves for the future. So, beyond mastering the fundamentals of the field, what is a L&D leader to do? 
 
Here are five ideas to achieve more by doing less based on two themes I consistently hear from learning professionals.