by Tony Wilson

Many people ask me about what to do when you feel you have just been beaten up – by clients, by the market, by the uncontrollables that seem to jump out from nowhere and give you such a terrible run of things that you think it is never going to end.  Here are some brief pointers on staying motivated and in control and, from a leadership perspective, engendering some of those qualities in your team.

Action:

Action is the one thing that gets us past ‘rumination’ (feeling sorry for our selves and wallowing in the problem) and on to achieving the next step.  A great friend of mind, Psychologist Phil Jauncey, says that most of our poor feelings are caused by a lack of action.  When we are depressed it is because we are worried about something in the past but haven’t yet taken the actions to correct it in the future.  When we get anxious it is because we are worried about something in the future and we haven’t taken action to control it to the best of our ability.  And when we are in a state of distress we are worried about what is currently happening to us, but haven’t yet begun to take real action to solve the problem.

Different Actions, Different People:

The right action to take is different for different people, but it is action nonetheless.  For introspective people action might take the form of sitting down, making lists and formulating a plan.  For those who are more social and interactive, action might take the form of talking to someone else who has been in the situation before.  For others still, action might be a case of forgetting all about it for a day or two and getting away with some friends to enjoy yourself.

Talking to Ourselves:

And then there’s the phenomenon of ‘internal dialogue’ – a fancy way of saying that we all talk to ourselves (remember, it’s only crazy if you start answering!).  We all have these conversations at some level as we try to make sense of the world and those around us.

“Can I trust this person?”

“Can the rest of this report wait until tomorrow?”

“I’ve been pretty good……I deserve to stay in bed rather than going to the gym this morning”

“Does my bum look big in this?”

But the key conversations we have with ourselves centre on our explanations for failure.
In Martin Seligman’s landmark work, he discovered that when people are defeated, they say that failure is permanent (“this always happens to me!”), and pervasive (“this will ruin my whole day!”).  When people are resilient the think failure is temporary (it’ll turn around) and specific (the next time will be different) – and the key is that resilient people work out that they can change something in order to improve their chances next time.

Resilience in Your Team:

What does this mean from a leadership point of view?

Action is still the most important driver of being resilient.  Listen to your people and understand their problems – let them vent when they feel they have to – but engage them in action as soon as possible.  Where appropriate, coach this in order to get them to own the action…don’t always solve the problem for them.

When it comes to inner dialogue, I am afraid that you have to be that inner voice for them.  Again, listen to them and let them vent (not for too long) and then ask the questions that get the positive dialogue going:

“What would you change about it next time?”

“Why do you think that approach didn’t work?”

These questions force them to question the permanence and pervasiveness of the problem or situation.  Give them a reason (not an excuse) as to why it didn’t work out this time and ask them what they will change to get a different outcome next time.

Uncontrollables:

When your team is failing due to uncontrollable circumstance, it is best to set some new benchmarks.  These might be revised KPI’s that were already set, or alternatively the focus might change from outcomes and be placed more on activity or behaviours that would otherwise be successful were it not for the current market etc.

People still want to achieve, but sometimes we have to shift the goal posts to make this happen.

And finally, keep reiterating…….

We can only control the things that we can control, the uncontrollables shouldn’t matter.  We might not always choose the things that happen to us, but we always choose our behaviours afterwards.

Tony Wilson is the founder of Teamcorp Australia, and has spent over a decade working with elite performers in business and in sport.  His ability to help athletes reach their potential and maintain motivation has been a large factor in their success, and many corporate leaders throughout Australia now also apply Tony’s philosophies with outstanding results.  Tony’s practical background, coupled with an MBA, give him a unique perspective on personal and team performance.

by Michael Licenblat

Dealing with demanding clients, complaining customers or difficult colleagues is often distracting and can leave you feeling drained and irritated.    In this frame of mind, you are less productive and have less patience for the clients and people you work with.   The key to dealing with difficult people, without becoming drained, is about understanding everyone’s ‘Pressure Profiles’ and knowing how to make them work together.

There is a lot of good psychology written about personality types that explains how to work with different people, based on their patterns of behaviour (I remember the endless ‘required research reading’ when I was a psychology student).  However, it was during the years when I was a Shiatsu Practitioner, where I noticed that the way people processed pressure greatly influenced their ‘personality type’, and how they communicated, resolved issues, and negotiated with others.

When you deal with a demanding customer, energy builds up or drains out from your body.  This energy movement creates changes in you through 4 spectrums:  Mentally (problem solving, perspective and focus), physically (muscle tension, strains, and gesture patterns), emotionally (intensity and self belief) and Lifestyle (wellbeing, personal achievement, and connection with others).  The degree of change that takes place in each of these areas creates an overall energy, known as your ‘Pressure Profile’,

By being able to read a person’s Pressure Profile, you will understand why they behave the way they do, how to pick the signs, how to respond to them, and what to do to help them feel calm and communicate clearly.

Your pressure profile can, and does, change from moment to moment, depending on the situation or people whom you deal with. This is why it is important to be able to pick the pattern as they change and adapt with them.  Here are 4 Pressure Profiles:

A. Biter

Much like a kettle, a Biter’s energy moves up and out.  The Biter is vocal when under pressure; they openly argue, yell and let off steam.  The flip side is that they can be good communicators who say what they mean.  The building of energy can be seen in shoulder tension, facial tension, or tightness in the chest.  They are emotionally fast responding, appear self confident, and tend to speak before they think.

When dealing with a Biter, you need to let them get their energy out and express themselves.  If you are a Biter, you need to practice expressing your views or emotions without intimidating or dumping.

B. Growler

Like a pressure cooker, a Growler’s energy moves up, but stays in.  The Growler is reflective when under pressure; they stew over details, analyse, and suppress their feelings.  The flip side is that they thoroughly think through their emotional responses and maintain their composure during high pressure situations.   The building, and containing, of energy can be seen in the rigidity of neck and upper body movement, often resulting in tension headaches and shoulder/neck pain.  They are often impatient, somewhat anxious, can experience stomach or bowel upsets, and speak in a higher toned and faster speech.

When dealing with a Growler, you need to help them open up and get them talking.  If you are a Growler, you need to practice expressing your points of view and let go of needing to be perfect.

C. Sinker

Like a sponge, a Sinker’s energy moves down and absorbs at the same time.  The Sinker is melancholy when under pressure – they complain, whinge and worry.  The flip side is that they are in touch with how they feel and often relate well to others and are able to get them to open up.  The sinking of energy is represented in a physical slump in posture, contraction in the chest and abdomen, occasional stomach bloating, and sluggishness.  They tend to be more pessimistic and display less confidence in their abilities.

When dealing with a Sinker, you need to keep them focused, motivated and on track.  If you are a Sinker, you need to practice not getting caught up in complaining and focus on what is going right and the objectives you want to achieve.

D. Drainer

Like a stone, a Drainer’s energy is heavy and moves down quickly.   The Drainer become overwhelmed and exhausted under pressure – they become overloaded, exacerbated, and depressed.  The flip side is that they understand their boundaries and are able to step back and say ‘no’ when they need to.  The heavy energy is represented in lack of lustre in their face, voice and energy.  They tend to be withdrawn, introverted and isolated.

When dealing with a Drainer, you need to offer them support, empathy and understanding.  If you are a Drainer, you need to know your limits and practice not taking people too personally.

When you can read your customers, clients or colleagues Pressure Profile, it makes it so much easier to relate to them and resolve issues, because you understand how they feel and what you need to do and say to relate with them.

Michael Licenblat B.Sc.(Psych) is a Resilience Expert who helps people in business bounce back fast from pressure, stress and burnout in their work and life. He is a professional speaker, coach and author of three books.

By Rob Wilkins

Or Personal Learning Environments (PLE)

I have spoken before about individuals needing to know what their learning landscape looks like.

Mine is a combination of a number of things.  I know I learn best when I have access to, and conversations with, those I trust and learn from.  However, the world wide web now gives people an opportunity to construct a landscape for themselves that brings all of their learning together in one place.  I call this a personal learning environment.

This is something that I have meant to do for a little while. Give my perspective.

Now do not ask for a definition of a PLE. I do not believe there is one. It is an ecology that is important to the person and is ecology unto itself. It is unique to every individual. Personal learning environments, to me, are also evolutionary. They have evolved, and will continue to evolve, due to a number of key factors:
•    Individuals need to filter information. There is so much information nowadays that an individual needs efficient ways of “dealing with” and “making sense of”, this information.
•    In filtering this information they begin to prefer the collective wisdom of the individuals they choose to “include” as part of this filtering.
•    These individuals can include published experts, academics, peers, colleagues or strangers.
•    The learning that takes place is based on what “resonates” with the individual and not what someone tells them they should learn. This fosters true listening from the individual.
•    The PLE allows an individual to harness the natural motivations to learn that exist within the individual and as such, provides a continuing learning experience that few corporate or academic training environments can provide.

My PLE looks something like this:

In essence I describe my PLE as a learning environment that is functional and provides me with different activities, modes and experiences for learning. Central to this model is the “connectedness” that exists between each of the activities and the people I interact with. As you can see, the tools are in the background and as an individual I choose to use and discard tools based on the ease of use and it’s ability to maintain the connectedness I require as a learner. This means my environment is fluid and ever changing.

This is not about the technology.  That is the tool.  This is about how you as an individual arrange an ecology that allows YOU to learn in the way YOU like to learn.

Now of course this is my perspective……

Rob Wilkins is a Learning and Development professional with over 20 years experience in Corporate Learning and Development, Management and Executive Development, Learning Technologies and Organisational Performance Improvement. Currently completing his Masters in Knowledge Management and Business Information, Rob is considered a specialist in eLearning and Personal Learning Environments with a strong Knowledge Management influence guiding his research and professional development. Email: dawilkos@tpg.com.au : or more of his insights on a daily basis: Blog: http://roalp.blogspot.com

by Dr. Tim Sharp

If you’re reading this blog then you’re a leader.  You might not have “leader” or “manager” or “executive” in your title but I’m guessing that if you’re still with me then you are, in one way or other, the sort of person who has, or at least wants to have a significant influence within your team and/or organisation.

And that’s great, because I don’t think we can ever have enough leaders…assuming, that is, we have positive leaders.

Positive leaders energise and motivate.  Positive leaders inspire and innovate.  Positive leaders encourage collaboration and foster morale and engagement.  Positive leaders generate more productivity, better results, and out perform their peers on every imaginable measure.  People want to work for positive leaders and organisations want to find and keep positive leaders.

The good news is that we can all learn to be positive leaders; and the even better news is that there’s not just one way to be a positive leader.  We can all do it in our own way, using our own style and within our own personality.

Research from the exciting new science of positive psychology informs us that positive leaders tend to:

-    Have a clear sense of their purpose and direction; they know who they are and what their role is; they find meaning in their work and help others find meaning and see the bigger picture also
-    Be more optimistic; they focus on positives but also face the cold, hard realities of the day; they recognise problems but quickly generate solutions
-    Support others; they care for themselves but they also care for their loved ones and colleagues; they’re generous; they recognise talents and abilities in others and bring out the best in their team
-    Be self aware and cognisant of their own inner strengths; they know exactly in what areas they excel and they utilise these characteristics as often as possible
-    Appreciate and be grateful for what’s good; they focus more on what they have and less on what they don’t have; they catch people when they’re doing things right, not just when they’re making mistakes, and they say thank you

If you’re already doing all this then hold onto your hat because you’re in for an exciting and fulfilling ride; if you’re not, then start making what ever changes you need to make because if you can become a positive leader (and you can because everything I’ve outlined above can be learned) you’ll achieve more happiness and success than you ever thought possible!

Dr. Sharp is one of Australia’s leaders in the exciting new science of positive psychology and happiness. In short, he is one of this country’s leading Executive Coaches, a highly qualified consultant on matters relating to human behaviour and psychology (particularly the application of positive psychology principles within organisations and teams) and a sought after public/corporate speaker. For more information please email info@thehappinessinstitute or visit The Happiness Institute

by Maya Anderson

Feeling frustrated, lethargic or like you have stagnated? Or feel like you just can’t move on from a broken relationship? Clearing out your material clutter can re-energise you and give you a new lease on life. Maya Anderson reports.

If you’ve ever felt peaceful or satisfied after you’ve given a messy room a good cleanout, there’s a reason. According to feng shui and clutter clearing consultant Nidia Hansen from Global Feng Shui having clutter in your home or workplace creates stagnation in your life in a variety of ways. “Clutter clearing is a modern and helpful means of making a difference in your life,” Ms Hansen said.

Feng shui dictates that everything in the universe is surrounded by qi (also spelt chi and ki), its life force or electromagnetic energy. “Qi can affect our life in two ways: the external one that surrounds our living space or work building, and the internal one within our home or office,” Ms Hansen said. “To be harmonious and productive, the qi has to be free flowing and not restricted.”

Clearing out unwanted or unneeded material from the home and workplace can re-energise us and boost our outlook. “By keeping your spaces relatively clutter-free, you are not only allowing the free flow of the qi, but you are removing stagnant or dead qi created by that clutter, giving yourself new opportunities in your life,” Ms Hansen said.

Permanent clutter could cause poor concentration, stress, resentfulness and lowered immunity. “It affects your personal image and how others perceive you – as neglected, unworthy, disorganised or ignored.” Clutter can also cost you money. “How many times have you bought unnecessary – and perhaps the same – books, tools, hardware, frozen foods, CDs, makeup or have downloaded the same information because you can’t find it?” Ms Hansen said. “Worst of all, clutter creates chaos, impedes new opportunities, occupies space and affects relationships.”

Perth-based psychotherapist Katie Altham said clutter can be an unconscious burden that adds to our stress levels, making us feel out of control or ashamed of being disorganised. “We often feel guilty for not having dealt with or finished that which is constantly around us. Our self-esteem is affected and our sense of inner peace can be completely sabotaged.”

Ms Altham said while excess clutter can keep us from moving forward, letting go of it is very difficult for many people, particularly when stressed or when clinging onto the shreds of a former relationship seems important. “Having many familiar things around can help us feel we belong and bring temporary comfort, however they can also lock us into the past and days gone by, holding us back emotionally, physically and mentally,” she said.

Some people hoard things in case they ever need them, or feel guilty getting rid of unwanted things given as gifts. According to Ms Hansen, other common reasons people hoard things is because they fear not having enough, enjoy buying and accumulating things to demonstrate success, or use retail therapy to cover unsolved emotional problems.

Fear of change and the unknown can also cause us to cling to material things. Ms Altham said everyone has times when life seems to stagnate and we become resistant to any change. “Clearing clutter will help to shift this impasse and make us feel constructive and pro-active again. Whenever I get stuck in my life and feel somewhat impotent, I have a spring clean around the house, clearing clutter. As I’m doing this, I’m also sorting through the clutter and rubbish in my thoughts. Within three days, there is always a breakthrough of some kind and my life seems to move again.”

So what things should we give or throw away? Ms Hansen said while commonly collected clutter includes clothes, shoes, documents, written information and memorabilia, what is termed clutter varies according to individuals. “Our lifestyles are diverse – what is useless for one person could be a treasure or useful to another,” she said.

A good idea when de-cluttering is to ask yourself whether you love the object, or if it is useful to you and your current life. “Question yourself: do I need it, or do I want it? Why do I keep this? How many times have I used it or will I use it? Be honest with yourself,” Ms Hansen said.

Clearing things that are reminders of unhappy memories, such as broken relationships, can help you move forwards. “There are positive and negative messages about ourselves throughout our environment,” Ms Altham said. “For example, photos of past occasions where we felt unhappy – even though we may have been smiling – or with people no longer with us can be detrimental.” Either bin photos or memorabilia that provoke unhappy memories, or put them in albums out of constant sight.

Clutter includes anything broken or unfinished, which often reflect issues not dealt with, and things that cause guilt. “A client told me last week how he had 20 to 30 text books strewn around his lounge that he knew he should read,” Ms Altham said. “He felt sure they would be of benefit, yet not being a huge reader, felt overwhelmed by them.” He decided to donate them to his library, knowing he could get them out if he wanted to read them. “His lounge and home feels much lighter now, and the silent burden of books not read, gone,” Ms Altham said.

Break down your clutter clearing into smaller tasks – one cupboard, box or drawer at a time. “Sort items into types: rubbish, recycling, return, donation or for sale,” Ms Hansen said. “Have a garage sale – they can be good fun and rewarding financially and mentally.”

• Things to Throw Out or Donate

• Anything that you don’t love or that isn’t useful

• Photos, cards or letters that remind you of unhappy times

• Empty ice cream containers, egg cartons, jars or other items that you’re collecting in case they come in useful

• Things that are broken that you know no-one will get around to fixing

• Unwanted gifts

• Clothes that you haven’t worn in a year or that no longer fit

• Reminders of broken relationships

• Old magazines and newspapers that won’t get read again

• Unused electronic equipment, exercise gear and unwanted toys

• Books that are not useful or that you did not enjoy

Maya Anderson is a full-time freelance journalist who specialises in health, fitness, nutrition and wellbeing issues. To contact Maya, email maya.anderson@hotmail.com

Stress! Just the thought and sound of the word can get the blood pumping and the nostrils flaring. If you’ve been thinking that work and life seem to be getting more and more stressful, you’re not imagining it. Take a look at the following statistics:

* 1 in 3 adults suffer from moderate to extreme stress, a 40% increase in 4 years
* Australia has the 2nd longest working hours in the developed world, behind Korea
* Stress-related workers compensation claims have increased by 400% in the last 10 years and now cost more than $2 billion pa.
* Depression is predicted to be the leading occupational disease of the 21st century, responsible for more days lost than any other single factor
* Stress in the UK workplace has outstripped backache as the number one cause of lost productivity

The 21st Century Black Plague

Stress is a global phenomenon and has been termed the black plague of the 21st Century. In Japan they have even invented a word for burnout – karoshi. The Japanese government reports that each year more than 10,000 businessmen literally work themselves to death. Stress at work is to blame.

In Hong Kong, burnout is a relatively new phenomenon because workers are only finally feeling okay about revealing that they aren’t in control. This has previously been seen as a weakness, as it is in many cultures and countries. Workplace psychologists in Hong Kong are now booked months in advance.

Why is distress and burnout on the rise?

In the old days stress was mainly caused by environmental problems including drought, fire and floods; as well as spiraling inflation, famine and war.

Modern day distress is more due to the way we live our lives – controlled by work, debt, technology, time and other people’s demands. The end result is feeling overwhelmed and out of control Sounding familiar? Key areas identified that create stress overload include:
* Growing psychological demands with the obsession to increase productivity and work longer hours
* The need to gather and apply growing amounts of information, called data deluge or information obesity
* Media tend to report more on negative news as this has been proven to sell better than positive news
* Perfection Infection – obsession with trying to live perfect lives with the perfect job, relationships, family, house, body and so on
* Job insecurity – remember when people use to have a job for life?
* Lack of effective communication and conflict-resolution methods among workers and families
* Demographic changes such as aging workers, female participation in the workforce, and the integration of a growing population of ethnic and racial minorities into the workplace
* The need for both men and women to balance obligations between work and family
* Grid locked traffic, rising credit card bills, technology constantly binging and dinging, and the inability to draw boundaries between work and life
* Instant gratification – we have been taught to believe that we can everything right here and right now

Stress Arrester Tips

There are a couple of simple but very effective ways to manage stress such as:
* Personal organisation. Make a list of all the things that make you feel stressed. Once identified, try and relax in these situations and learn to tackle the source where possible.
* Time management. Stop trying to do more than one thing at a time, take jobs in order of importance and plan ahead. Refer to Organisation switch.
* Take regular exercise. Cycling, jogging, swimming and working out in the gym, are ideal ways of reducing tension caused by stress. Refer to Movement switch.
* Learn relaxation techniques. These can include activities like meditation or yoga, or simple things like listening to music, reading or taking the dog for a walk.
* Find ways to escape in your spare time and build in regular holidays/breaks
* Improving your communications skills

Managing stress and avoiding burnout is an essential skill to thrive in today’s frantically paced world. Invest valuable time towards managing stress and building resilience. And please seek additional help through a psychologist or counselor if you still feel overwhelmed after trying these strategies.

(Reference sources: Catalyst: Workplace stress – stopping the juggernaut, ABC; Stress Reducing Milk: The Daily Telegraph; ACTU statistics; New Horizon Consulting: Stress, Workload and Job Control)

Andrew May is is considered Australia’s leading expert on performance and productivity and is the author of the bestselling book, Flip the Switch. Andrew speaks at conferences across the globe, mentors CEO’s and senior managers. He is published throughout national and international media, with regular segments on 2UE radio, Mix 106.5 Body and Soul and Channel Nine’s TODAY show.

by John Buchanan

As an individual achiever, one who the boss turns to for results, why should I become part of a team? I am the best player on the team, so why reduce my impact on the game to satisfy this notion of team?

These are questions that Michael Jordan faced when Phil Jackson began coaching the Chicago bulls in the 90’s. Jackson wanted Jordan to include other players in his play making for the benefit of the bulls, and ultimately for Michael Jordan’s benefit.

Phil Jackson discusses this process of moving a high achiever like Jordan to, “we” over “I”, in his book, ‘sacred hoops – secrets of a hardwood warrior’.

It is a concept that is very much a part of my coaching philosophy. Within the Australian cricket team, we have, and have had, some high achievers in our sport such as Shane Warne, Glenn McGrath, Steve Waugh, Mark Waugh, Ricky Ponting, Adam Gilchrest, Matthew Hayden to name but a few.

Each of these players is highly talented. They are highly motivated to perform. Almost without fail when they walk onto a cricket field, they create some new statistic, record or write a new page of history in the game.

What may not be understood about cricket is that, at any one time, there are eleven individuals wanting to deliver their peculiar brand of skill for a final result – a team win.

Consequently, one of the primary roles of the coach is to combine this group of very skilled individuals into a powerful, and if possible invincible, unit. Like Michael Jordan, Sir Donald Bradman was a ‘god’ to his peers. And similarly, irrespective of his supreme performances, he was unable to ensure his cricket team won by himself.

I believe in the power of ‘team’. I see the ‘team’ as a family, all of whom have a need to express their individuality, while at the same time respecting all other members around them.

In order to build and maintain this ‘family’ approach, a coach or CEO or manager or team leader can only do so if such an approach is a central tenant of their coaching philosophy. In this way, key team values such as honesty, accountability, hard work ethic, innovation; organisational culture drivers like traditions, celebrations, leaders within the group; communication systems such as formal and informal feedback, meetings, performance appraisals – all will contribute to enhancing the unity of purpose and direction of the group.

Should individuals choose not to accept, or accept conditionally that the team is greater than the individual, then that individual is answerable for their actions to the ‘code’ of the group. Within the Australian cricket team, there is a ‘spirit of cricket’ code to which all members have agreed recently.

I am certainly not advocating every workplace should adopt similar practices, engineered by a ‘coach’ who must possess a similar team philosophy, over championing individual achievement only. I am suggesting though, that should an organisation believe teamwork will enhance organisational outcomes, then it must employ a coach, a leader whose philosophy is family or team based.

Having now watched India throughout the test series and the past two one day internationals, it has become obvious that they have made much larger strides in this area of team management than I believe we have given them credit.

Such changes in a culture or ethos within a team can be pretty exciting times but also quite confusing for individuals and at worst potentially divisive. Well it seems from an outsider looking in, there is a real excitement about what has been begun over these last couple of series. If India wish to continue the progress they have made in this area, it is critical that they retain the main architects of such reform and not seek to move too quickly before the foundations are properly set.

John Buchanan is the former coach of the Australian Cricket Team. He is in demand as a speaker, corporate coach and sports coach. John Buchanan is available to share his philosophy for success expanding the benefits well beyond the cricket team and into any area. www.buchanancoaching.com

by Rob Wilkins

I have been reading a book by a Molecular Biologist; John Medina, called “Brain Rules: 12 Principles for Surviving and Thriving at Work, Home, and School”. I have often talked to people about why corporate classroom learning fails to deliver and this book firms up some of my thinking on the subject. My biggest takeaway is why we think we can multitask when the brain is not hardwired to do this! (You will need to read the book!)

Learning is an individualised act but more importantly is an act that requires a disposition towards critically thinking about what we are engaging in. A lot of the time Classroom learning should be about taking time out to reflect and discuss and not about improving performance directly on the job. Improving performance is better achieved “on the job” as there is context.

Here are some of the key takeaways from Johns book for me and why on the job learning is so successful:

• Brains need to be oxygenated. When on the job, learners are moving around to get whatever they are being shown, tagging along or trying something for themselves. The brain is oxygenated by this breathing and revived by the increased blood flow.

• Adaptation to new skills happens by gaining experiences in what it feels like to adopt new skills, how the situation reacts to making a move, what to do after something does not go as expected, which things create added problems, etc. Setbacks call for innovative alternatives!

• When on the job, learners make sense of new learning in their own way, taking different amounts of time to grasp each part of it, having trouble with different facets, needing different amounts of attention and coming by some of it quite naturally.

• The learners pay attention because it’s like a conversation, they expect to engage based on how much they observe. Their attention won’t be undermined by multi-tasking, boring lectures or a lack of context. This is not the fault of the lecturer but rather not being able to get the same type of learners in the same place at the one time.

• The learners acquire the new skills and information in the same context they will put them to use. The situations will be recalled more easily and how they acted and what they did to respond to setbacks will be able to be used more frequently.

• Sleep is important for the brain! Because they are not changing their schedules, individuals will not see training as an interruption to be prepared for. Therefore, it’s possible they have gotten more and better sleep than the typical classroom student and their ability to store and build their knowledge is enhanced.

• Finally, the learners are immersed in multi-sensory experiences that engage all their senses to take in what they are first shown and then given a shot at themselves. Their experiences when they’ve succeeded would include the sounds, sights and tactile dimensions of the moment. This may be why experiential learning seems to have more impact in the classroom.

Neurological studies are informing us more and more and if we are going to do our minds and the minds of learners justice then we may need to stop and think about whether learning needs to happen in the classroom.

Rob Wilkins is a Learning and Development professional with over 20 years experience in Corporate Learning and Development, Management and Executive Development, Learning Technologies and Organisational Performance Improvement. Currently completing his Masters in Knowledge Management and Business Information, Rob is considered a specialist in eLearning and Personal Learning Environments with a strong Knowledge Management influence guiding his research and professional development. Email: dawilkos@tpg.com.au : or more of his insights on a daily basis: Blog: http://roalp.blogspot.com