Learning programmes are not all created equal. Nor does great content work equally well in all settings. When the fundamental driver behind a learning programme is delivering lasting changes in behaviour, successful programmes happen at the intersection between the very best business ideas and practices across industries; state of the art research into cognitive, social and behavioural psychology; and the real challenges, context and culture of the organization itself.
I am a passionate believer in approaching every programme from a blank page; with no preconceptions. It’s this approach that allows me to listen and understand the real needs of the organization. These are the starting point of any design. Once I ‘get’ the objectives and challenges, I then go to the literature and draw on previous experiences to craft something unique.
I also work following a ‘fast-prototyping’ approach. That is, I design fast-and-dirty versions of programmes for feedback. The reason I do this is because it’s always easier to comment and critique something then explain, in theory, what you want. The best programmes I’ve designed have been developed through a deep process of collaboration between the client, key stakeholders and myself.
Creativity is a core value for me. I use this to weave great business case studies and insightful psychological research into compelling experiences that change how people think and feel, and so change how they act. I use stories and movement to maximize attention and energy while creating the space for the critical conversations. It is these conversations which generate the a-ha moments that are essential in inspiring change.
Sometimes these learning programmes are delivered by me; very often they are designed to be delivered across the business and across countries by either trained facilitators, or by business leaders. In this case, I have a lot of experience in developing full supporting materials and preparing trainers to deliver with confidence and impact.