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| 5 min
Video: The Future of Workplace Training
Video Transcript Jarod: Hey guys, Jarod from intelliHR here. I’m the partnership manager at intelliHR and today we’re going to be talking about training. So to do that, thought I’d bring my good friend...
| 20 min
Video: Goal Setting Strategies
Video Transcript Lauren Scholtz: Hi, I’m Lauren. I’m from customer success at intelliHR and I’m sitting on the couch here today with Tony Meredith from Tony Meredith coaching. Tony Meredith: Hi Lauren, how are...
| 46 min
How to create the most valuable, addictive and must-have technology for every person
By Ton Dobbe – Chief Inspiration Officer, Value Inspiration Every week I interview entrepreneurs and experts from around the world to share their big idea about new forms of value creation and the potential...

Video: The Future of Workplace Training

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Video Transcript

Jarod: Hey guys, Jarod from intelliHR here. I’m the partnership manager at intelliHR and today we’re going to be talking about training. So to do that, thought I’d bring my good friend Simon from Go1, one of our partners into the office today to have a little bit of a conversation. So Simon, I might let you introduce yourself, and what you do and take it from there.

Simon: Yeah, thanks Jarod. Yeah, great to be here. Obviously working at Go1, training’s front of mind for us. My role at Go1 is to look after our partners. So that’s everything from distribution partners to content partners, you create that great learning content, so it’s good to be here and talking about learning in 2020.

Jarod: Yeah awesome. Learning is always a great one and training, to refocus on it I guess. Just to start off with, why should a workplace or an organization invest in training or, learning management system or just learning development in general for their employees or as an organization?

Simon: Yeah. So I think it’s interesting if you look at, as we go into a new decade, what’s happened in the consumer world in regard to self-improvement and learning and it’s kind of mirroring what we’re seeing in organizations as well. So if you look back 10 years, most people the way that they consumed media you know, self-taught and learned themselves, it was very different to what we see today. You would go out and purchase individual CDs or movies or books when you wanted to learn more or consume that type of media. What we’re seeing now is much more of a scenario where everything’s at everyone’s fingertips through subscription services or the ease of having the web on our phone so accessible, we can get to training and learning very quickly. So what we’re seeing in organizations is if that method or that type of learning is not mirrored in the place that they’re working, people can become very frustrated very quickly and they feel like their needs and their opportunities are being reduced by the technology or their structures that are in place within their organization.

Jarod: Yeah. Well, we see that from an HR perspective, the user or employee experience has just gone absolutely crazy. It’ll be the fad for the next few years. And rightfully so. I mean from a, I always look at banking, we used to walk into a bank and have to do everything you want to do there. And then slowly, slowly transition to web-based mobile base and now we’ve got applications that we can do anything we want with our phones and last year now you can transfer instantly. Like it’s just gone absolutely crazy. And we’ve got that from a consumer perspective and how easy it is to have that access. But now bringing that into the workplace I think is become a huge focus. I mean myself, I want everything that I need or want from a workplace perspective at my fingertips. Like you sort of spoken about and training is no difference as I’m sure that you come across quite, quite so regularly. Now I didn’t want to sort of jump into it too quickly and I know it’s not our favorite thing to talk about when we need to, but what is the importance of compliance when it comes to training and what you guys sort of do?

Simon: So compliance is the, is the starting point, right? If we don’t get that right, then organizations leave themselves exposed to all sorts of legal and other ramifications. I think an organization needs to be able to be sure that they can tick that box, provide the compliance training on-demand at the right time to their employees. From an employee point of view, it might not be the most fun thing to do. So I think where organizations are trying to improve that situation is allowing their employees to access the compliance and mandatory training in the flow of work when and it makes most sense and is most easy for them. That might be on the way home from work on their mobile phone. When they have the chance, when they’re remotely working or at a certain point in their working day, they’re able to access that compliance training and complete it there and then.

Jarod: The flow of work is key and everything that we’ll probably speak about today and it’s just making it a part of, I guess what employees do and what an organization expects. I mean, we even say that with, you know, working from home and stuff, we need to be flexible in the workplace and the way that we act as something like qualifications and the compliance, everything should be very similar. I mean from I guess a user perspective, we always talk about employees want to be the custodians of their own data. So essentially, yes, it’s all well and good that HR needs everything in place or that they’re on a one way street to the legal department and to have it all sorted. But now employees are being more interested in making sure their own information is correct and that they have control to change it if need be. And that they’re actually going out and exploring and I guess this is where all the training and the self development thing sort of comes from as well, but that focus on giving the employee the power to do that themselves and empowering them through that is super key

Simon: I think it’s really important because when we talk about why training is so important to organizations, you only have to look at when people leave an organization after having a bad experience or they go and find another job. The statistics that say that up to 94% of them would have stayed in the job they were in if that company had invested more in their self improvement or education. So if you’re not providing your employees with that ability to improve themselves and access that training, then eventually they’re going to get frustrated. Their employee experience is going to be a bad one and they’re going to find somewhere else to work. That’s the bottom line.

Jarod: And it’s giving the employees the power to take that on for themselves and the organizations need to be able to support that. And there’s an interesting one who’s the first step are employees meant to go out and sort of, okay, we need help and push that. Or should it be the organization really pushing that? And even if the employee is a little bit hesitant, eventually get them on board. What do you, what do you usually see?

Simon: Yeah, I think it works both ways, right? So you tick that once you’ve ticked that mandatory compliance box, there’s organizations out there who are doing some amazing things with setting learning pathways and giving people the opportunity to have a guided pathway to improving themselves, whether that’s through upskilling or transitioning to different roles. We hear a lot about organizations having to change the roles within their teams and repurpose the skills of staff members to react to different projects that they’re working on. So certainly we see a lot of organizations taking the lead and guiding people on excellent learning journeys. On the flip side, we see it as really important to enable an employee to start guiding their own personal development. So as we talked about before in today’s world, if I want to improve my project management skills, gone are the days where I want to put in an application and then three months later go to a face to face course about it because it may be that I need that information really quickly. It may be that I want to test the water and see if it’s of interest to me and employees want to be able to guide their own learning and access that wealth of information that’s out there as and when they need it. So I think it’s really important when an organization’s starting to put together its learning strategy to sort of consider both aspects. What do we want to give our employees to make sure it aligns to the company strategy and where we want them to go. But also how much flexibility can we give the employees to make sure they’re having a great experience and feel like they’re able to upskill themselves and react to what’s happening in their role.

Jarod: Then we always sort of say organizations who are taking that next step and then instead of being on that reactive sort of side of things, they’re looking at being proactive around that. So actually knowing before the employee might even know that they’re sort of interested in exploring that. I think it’s really key as well to be able to know that there’s going to be both, I guess professional learning and development and then also from the employee stuff and the ability to be able to provide them opportunities to grow even if it’s not directly related to their role is going to be is huge. And that’s where you spoke about before about employees looking out there for jobs and I think if we’re focusing on the employee rather than their job, it just completely changes that as well.

Simon: That’s right. I mean those roles that those employees are in are likely to be changed anyway. So we see a lot of organizations that not only a strategy change, but the fundamental makeup of organizations change so quickly now and they have to repurpose. We see a lot more working in projects rather than working on a specific role. So employees may be working in a certain team on a certain project for a finite period of time and then they’re going to have to adapt and move onto something else pretty quickly. So where that is in place, we’re not training people for a specific role, we’re getting the best out of that person on the project that they’re working on.

Jarod: Yeah, you mentioned teams. I think that’s a huge factor as well. We’re more and more, I guess such a team focus around goals and planning and working together towards a certain project or anything like that. And that’s changing from training to performance to how things are tracked in their system almost to the organization as a whole because you’ve got a pod here or you’ve got an office there and everyone’s sort of banding together and sort of utilizing all their resources and I guess abilities to sort of to move forward together as in cohesion. How do you guys sort of or what are your thoughts around like team training and how do you guys approach that from, is it where you’re looking to get everyone sort of trained together or is it sort of different depending on everyone’s skills and abilities?

Simon: Yeah, I mean there’s certainly times when organizations will want to push training into certain groups of individuals, whether that’s a project team, whether that’s a job specific role or parts of the organization that they want to be up-skilled at the same time, that’s certainly still very prevalent. What we see now with the use of collaboration tools and those sorts of environments in workplaces is we can, even if we’re learning as an individual, we can quickly share our learnings and what we’ve, the training that we’ve gone through with the rest of the organization with the rest of our teams. So where we’re finding a lot of organizations are complimenting their technologies and looking at best of breed solutions is where they can compliment some of the work they’re doing on training and learning with some collaboration tools and fitting in with other parts of the organization to make sure that everyone’s aware and enabled share the learnings as they, as they go through the flood.

Jarod: Yeah, I think a lot of it would ultimately come down to, I guess how people learn really, and everyone’s going to learn definitely in an organization and want to learn in different ways. I know from even from our own team internally, we’ve got people who are, who are readers, people that want to watch people from our engineering team they’re all, one person will have one specific skill and they want to learn from the best in that skill and they’ll teach each other and learn from peer sort of training. And I guess developing from that perspective. But it’s just an understanding I guess from an organization perspective as well that that’s okay, that everyone wants to learn and train and develop differently. And being able to support that is key and a big part of I guess, well what we do in sort of understanding how best to for that to work essentially.

Simon: I think that’s the beauty of um, you know, aggregated content library such as we haven’t go one is that you can then pick the best type of training for either at an individual level, it’s gonna appeal to those individuals or is it at a team level or job role specific level. Because as you said, everyone learns in different ways. If you and I were to go to an art gallery and look at a painting, we would have different opinions on the quality of that painting. It’s quite subjective. It’s the same for training and learning. You know, we both go through the same training course. One of us finds it really beneficial because of the style, because of the content. The other one it falls a bit flat. The subject matter might be the same, but there might be another way for us to learn that and another way for us to teach it. And if we have at our fingertips, the, you know, a huge wealth of learning content from different providers and we’re able to purpose that in the most effective way to the people who matter.

Jarod: Yeah. I love the art gallery. Sort of I immediately had my mind sort of racing around because performance comes straight to mind and this is probably done back when we were in primary school, but we would go see the same art exhibition and then be given a sheet of paper asking us four questions and one person would be right, one person would be wrong. And that’s completely changed for what we are now. There’s no right or wrong, especially around something like that and understanding that every person from a performance and development perspective is going to be different and therefore should be judged and then you can pull in all your remuneration and stuff as well. But it becomes more of a discussion and I guess more or less right or wrong and there’s more grey, which is always interesting in an organization. A great grey keeps the wheels turning and keeps entertaining us and show you sort of understand.

Jarod: I mean we all know that organizations now are made up of we don’t want to segment people and create clones of people. We want our people to be able to unlock their own creativity and add value to an organization and its culture. So we want to get as diverse and as different teams as possible working together. So we understand that those individuals are going to be motivated by different things. They’re going to be excited by different things and they’re going to bring different skill sets to it. And so when all those different people are in that mix, trying to access training and trying to have a great employee experience, that employee experience is going to look different for every single individual.

Simon: So we can’t just pigeonhole people and say, Hey, if we throw this team, this incentive, it’s going to work for all of them. It’s going to be what does make, what does each, what makes each person in that team tick and how do we deliver the employee experience that each of them deserve.

Jarod: I mean, we’re not the recruitment specialists, but exactly what you sort of spoke about here. No longer do we go out and we want to hire four Bobs. We need everyone to be different and we can focus on, I guess the skills that they bring or their ability. I know from an engineering perspective for them it’s actually the ability to learn and adapt and be fluid. That’s what they’re actually testing. I guess we haven’t sort of spoken about development too much, but how do you see training in development? I guess work hand in hand. We’ve mentioned upscaling and skills has been a huge focus from our discussion, but where do you see that going in working together moving forward?

Simon: So we know him important it is for, as you mentioned, for the employee to be empowered to own their own data and own their own journey. I think from a performance point of view, an employee can start to own their own learning and as well. They can start to understand which pathways are bringing them the most success and what they can then transfer to either other parts of the same role or the parts of the organization. And they can soon start to learn about the learning journeys that they want to keep going on and keep owning themselves. And I think in that way, when an employee feels empowered to own their own learning journey it becomes much easier to then introduce new ideas to them and upskill them into different areas.

Jarod: Employee driven development. That’s, I reckon 2020 here we come. That’s going to be a big focus moving forward. And to do that it needs to be a mixture of training and having that readily available and supported by an organization and to be able to provide feedback through that and obviously feedback and continuous and understanding and growing of how an employee is developing within an organization is sort of feeds hand in hand. But thank you very much for the conversation today. I think we’ve touched on quite a few areas of training and hopefully it’s been quite valuable for those people listening out there. But thanks for popping in really appreciate it. And if you have any other questions, feel free to reach out to any of us.

Simon: Nice one Jarod.

Video: Goal Setting Strategies

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Video Transcript

Lauren Scholtz: Hi, I’m Lauren. I’m from customer success at intelliHR and I’m sitting on the couch here today with Tony Meredith from Tony Meredith coaching.

Tony Meredith: Hi Lauren, how are you? Thanks for having me.

Lauren: Fantastic. Thanks for coming in.

Tony: That’s okay. Not a problem.

Lauren: So I thought we’d start with a bit of a mandatory introduction. So if you want to tell us a little bit about you and, and what you do.

Tony: Sure. So Lauren, I’m a business coach. I’ve got my own business, Tony Meredith coaching. And I specialize in sales, leadership and mindset in particular with small businesses. I believe there’s a huge gap with small businesses. I have a big business background and I want to help small businesses because there’s such a disconnect between you know, what big businesses get, they’re afforded the training, et cetera. The small businesses, you know, it’s a massive opportunity. And so, you know, how do we bridge that gap? How do we make it easier for small businesses to succeed because it’s hard. You know, a lot of people go into small businesses because they want to be their own boss and they want freedom of time and they want more money. And the reality is that they have less time, less money, and work longer hours. And so it’s about, well, how do we help small businesses become more efficient, more effective?

Lauren: Well, that’s fantastic.

Tony: Thank you.

Lauren: And you know, looking on your bio online, you said that one of the things that you do is to kind of help business people get out of their own way.

Tony: Correct. Hundred percent.

Lauren: Fascinating. What does that mean?

Tony: So it means mind first, then strategy, right? And so I believe that to be successful in anything there’s a little formula and a 10% of it comes from knowledge. And that is you have the knowledge to do something. Now there’s a Chinese proverb, which is to know and not to do, is to not know at all. So you could have the knowledge, the few don’t act on the knowledge, then what does it really matter? And so then 15% comes from skills. So you could know something, you could read it in a book or watch a YouTube clip on it. But just because you know about it doesn’t mean you’re going to be good at it. So you need to have some skills to be able to take action on the thing that you know. So I believe that’s about 15%, but then the remaining 75% comes from your mindset, your psychology, your attitude. So you can know something, you’re gonna have the skills to do something. But if you’re inside your own head, if you have a fear of this or doubt of that then that’s going to prevent you from doing whatever it is that you want to achieve. And so I say mine first strategy because you can have the most well laid out strategy in the world, but if you have a fear of being criticized by the people, a fear of failure, perhaps a fear of success, have all these doubts going on, all these other limiting beliefs, it doesn’t matter what your strategy says, you’re not going to do it.

Lauren: Fair enough. That’s a very good thing to be helping people.

Tony: Absolutely. Cool.

Lauren: That sounds like we’ve got a little bit in common I suppose in our roles that we do. So as a customer success manager at intelliHR, basically once our customers decide that our products the right thing for them and our solution is going to help them with their business. My job is to then teach typically system administrators, how to get the most out of that plan, how to get, you know, make workplaces better one by one. And, you know, I love what you were saying about, you know, the skills and the knowledge and then having the right mindset to get things done. You know, those all sound like the perfect ingredients for goals, which is what we’re gonna be talking about today.

Tony: It’s a lovely segway, Lauren.

Lauren: Awesome. So you know, talking about goals you know, it’s definitely a conversation that I’ll have with leaders within the businesses when we’re doing our implementation is, you know, a lot of the questions that they have are things like, well, how do I help my people to set good goals? You know, it might be that their business has never really talked about goals before or that they had them a long time ago that no one’s really done anything about them. So you know, from your point of view, how do you help someone set a really good goal?

Tony: Sure. So the first thing I want to say is that if you don’t set a goal, if you aim at nothing, that’s what you get. You get nothing. Right? And so it’s about having something to aim at. I describe it as your North star, a beacon, whatever it might be. And the process that I use, I actually got from Stephen Covey, who wrote the book seven habits of highly effective people. Yeah. And chapter two he talks about begin with the end in mind. Now in that book, he’s talking about your life and he’s talking about your eulogy. But this more applies from a goal setting point of view. It’s about begin with the end in mind being, if you set a 12 month goal, then the end is that 12 month mark. Or if you set a six month goal, then it’s a six month mark. So begin with the end in mind. Where do you want to be at a point in time, in the future. So in your business, what level of sales do you want to achieve? And we’re just at the start of 2020 so what level of sales do you want to have achieved by the 31st of December, 2020 or if you work in financial year use what level of sales do you want by the 30th of June 2020 that’s the end, right? That’s the end in mind. And then once you’ve established what it is that you want, then you work backwards from there. But one of the hardest things is actually to figure out what it is that you want.

Lauren: Yeah, it is.

Tony: You know, and so you take, it’s about take the time, right? A lot of people won’t take the time to sit down and actually figure out what it is that they want. Right. And so it’s as simple as make some time, go wild with it, you know, get a whiteboard or get the team together and be creative. What are the things that you really want to achieve either individually or in your business this year? And my other things is that we have a whole lot of limitations when we do that, right? So why couldn’t possibly do that? Right? And so I don’t, but this is because we have these limiting beliefs, right? And so we have limiting beliefs based on, you know, fears from our childhood. It might be something our parents said to us. It might be something from our peers. It could be we saw something on the news. Perhaps these are creating limiting beliefs. Maybe we had a failure in the past and because we had that in the past, we believe that we’ll always have that value into the future. And so there’s a whole range of reasons why people would have limiting beliefs. But when you want to go and set goals, you want to look to take those limits away and, and challenge yourself and go, what is it that I really do want? In a perfect world? What would that look like? And be a bit wild with it. And you don’t want to focus so much on the how do I get there? Because the how I get there and how I accomplish it will come down the track. It’s more about just start with what is it that you want to, we’ll work our way through a process to pressure test the goal because you might say, well I want to have a business that’s doing $1 million, but if you’re not prepared to do the things that are going to get you to $1 million, then your goal is going to be incongruent with your actions. And so it’s all about coming up with your goal, but then also figuring out what are the things that I need to do to actually ensure that I deliver on that million dollar objective or whatever it might be.

Lauren: Brilliant. And a lot of our HR professionals, which is kind of the main people that I speak to, they’re in quite a unique position where they need to be getting people excited about setting these goals and motivated to achieve them, but they aren’t the person that this this employee reports through to. So it’s kind of you know, how do you get people excited about setting goals and make sure that those things are happening? If you’re not the person that’s probably going to be working with them on the goals day to day. Sure.

Tony: So it’s about working with the individual to say, what is it that you want in your career? What are the things that you want in your career when you’re with this particular business? Obviously your business has a overarching top-down goals, business objectives, whether it be in sales or minimising of way store, you know, minimising you know, workplace health and safety incidents, whatever it might be. Whatever that area is, there’s goals that are top down goals. But as an individual how can you align your own goals to the businesses now, not always possible. I understand that, but it’s about how can I align as best I can to what the businesses objectives are as well and how can I ensure that I’m able to add value, not only to the business, but to myself,

Lauren: I really liked the idea of alignment that you were talking about because that is definitely something that, you know, in larger organisations it’s not, it’s not just about, you know, what is mine or star, what do I personally want to achieve in my job? You know, people are there to do a job in an organisation. It’s kind of got its own goals as well. So that alignment is really helpful. One of our customers, one of our oldest ones at the school that we work with and something that they did with goals. They use the goal setting feature in our system and they’ve set, they’ve got five different categories of goals and they’ve got it set up so that everyone in the organisation can only choose from those five categories. Right. So right from, you know, the principal of the school or right the way through to the teaching staff, to the office staff. Everyone’s got goals based on innovative practice. They’ve got ones based on teamwork, I think operational and strategic development. Yep. Perfect. What do you think of that? Is that something that would be effective?

Tony: Great! Well it narrows down the focus? Right. which is fantastic because again, we need to remember that the business or the organisation, they have their own goals, right? And you need to align to those. And perhaps if you’re too wide from a business point of view and offer too much choice, then maybe it’s going to be hard to narrow something down. But those sorts of things there that you talk about with the teamwork or innovative practice or whatnot, it doesn’t matter what job that you hold within that business, there’ll be something that you can incorporate around teamwork. There’ll be something that you can incorporate around innovative practice, right? And it’s, but it’s about recognising that the job that I do doesn’t matter what level of the hierarchy you’re in. The job that I do, there are opportunities for me to improve my ability to be a better team player or to come up with more innovative solutions. And you know, great example is that regardless of what you do, I always encourage people to ask themselves is what I do the best way of doing it right? And, You know, in 2020 there are so many more new innovations happening all the time. Right? And so, and when you guys are incredibly innovative organisation, but with that task that you’re doing or that role that you’re doing, can I improve in certain areas with that? Why am I just accepting? Because it’s always been done this way. Why do I need to accept that into the future? You don’t. Right. And so that’s an opportunity then for people to put forth, take some ownership of your role and put forward some suggestions. Now this also needs to come from a, an organisation that’s prepared to welcome on that feedback, right? And foster that feedback, empower the staff to provide those sorts of suggestions. But wow, what a wonderful opportunity. If I was an employee and able to have a say in the role that I do, that is A I feel like I’m adding more value to the business. I’m getting a chance for me to be heard. I think it’s really exciting.

Lauren: It is a good feeling that you’re creating value for the business, that you fit in. That you’re a sort of aligned.

Tony: Yeah, you know, I mean, I’m an entrepreneur. That’s what I do. But there’s also options. Not everyone wants to go out and do what I’ve done and leave a corporate job and start your own business. And I, and I respect that. So there’s opportunities now for people to be intrepreneurs, you know, that is, I have an entrepreneurial flair, but I work within an organisation. And what are the things that I can do that are a little bit entrepreneurial but within my business, and again, that requires a culture you know, from the top down, that’s where culture starts. A culture that encourages people to put forth wonderful ideas and challenge the status quo and you know, look to stretch and, and grow both as an individual but also as an organisation.

Lauren: Fantastic. All right. So a bit of change of pace new year, 2020. You know, I was at your disrupt speech last year and it was fantastic. Really excited. And one of the things that you said was that, you know, is it 85% of new years resolutions usually crash and burn by about the end of January? Yeah. So did you set any new year’s resolutions?

Tony: No, I set goals all year round. Right. And so I’m not a big, hey, it’s the new year because I’ve got big goals for myself. Right. And so society says set a new year’s resolution. I don’t know, I just, I’m constantly challenged myself. Yes. I’ve got big goals for my business this year, whether it be my financial goals, I want to spend more time on stage and you know, impact more people. You know, I just introduced us in Sydney this last weekend. I introduced a new program that I’m going to be rolling out, so I’m in Brisbane this weekend and selling that. So yeah. So I’m going to be doing more of those sorts of things, but you know, I am constantly setting goals and challenging myself, so I’m not a new years resolution person, but, but yeah. You know, so what is something I’d like to do personally? I’d like to lose a bit more weight. You know, so I lost a bit of weight a few years ago and I’ve been enjoying a good time at very focused on my business and it’s something I’d like to do, but I haven’t set myself a resolution. You know, persé. Then I want to, I’ve been focusing on rolling out my program and now that I rolled that out for the first time last weekend, now it’s about switching focus to incorporating some, you know, some weight loss in there as well. Or just, you know, just being, being healthy generally. But you’re right. So people, you know, they get to that second week, that third week of January, and they do, it happens because I do it for the wrong reasons. And so one of the reasons I touched on it is because society says it on the 1st of January, you must set a goal, A new year’s resolution. Well, maybe that’s not right for you. Or maybe, you know, so there’s other times that you could do it or maybe you’re only setting it because society says, you know, and so that’s not a deep enough reason, right? You need to be not at all, not a good North star. It’s not at all. Right. And so it’s about being deeply connected to that thing that you want to achieve for yourself. The best question to ask is why do I want to achieve it? You know, so spend a lot of time on the why is it so it’s one thing to have a what. Hey, I want to have a business that delivers $1 million. Or hey, I want to lose some weight, or whatever it might be. Why do you want to do that?

Lauren: Well that makes me feel a whole lot better cause I did not set any new year’s resolutions this year. I’ve listened to your speech and went, right. There’s, you know, I’ll just keep doing the things that I’ve been doing. And you know, that’s all on track working well for me.

Tony: And that’s what it’s about. You know, it’s about just because society says you’re still setting goals, right?

Lauren: Oh yeah. It’s more of a dynamic process though. You know, I took that one off.

Tony: That’s it. And that’s perfect. Right. But it’s just that the majority of people tend to use news resolution as their time because the reality is they’re not setting goals for the rest of the year. So at least they’re attempting to set goals once, once a year being that time. But unfortunately, because of that approach, then they’re all, it’s all falling apart the second or third week in January. And you know, here we are. So it’s because you know, falling over because it’s not linked to purpose. Perhaps it’s because they’re too big goals. That is, I’m going from here and I want to climb a mountain or do something that’s quite extreme. That’s a reason perhaps I’m trying to do too many things. It’s, Hey, I want to get that promotion and get $1 million and climb a mountain and get a new partner. All these things, right. And you know, Bill Gates famously talks about people will overestimate what they can do in one year and underestimate what they can do in 10 years. And it’s a, it’s a timely time to talk about that quote because we’re at the start of a new decade. And so, you know, we’ve got 10 years ahead of us in this decade. And if people take a more methodical and measured approach to achieving their goals over the next decade, then they will find that come 2030 that they will have accomplished an enormous amount as opposed to trying to jam it all into 2020 falling short in the majority of those goals or all of those goals. And then when you fall short with all of your goals, how do you feel?

Lauren: You feel dreadful not inclined to set new ones?

Tony: Right? And so it’s like, well, I don’t feel good about it and so I’m just not going to bother and I’m just going to go on meander through life. And then on the 1st of January, 2021 ah yes, that’s right, I’ve got to set these goals and I reactivate about myself as opposed to setting goals in a more measured and methodical fashion. So, so that’s a, that’s another reason. You know, we talked about the fact that you’re setting, people fall over because of fears. So they don’t achieve their goals because they have a fear, a fear of failure, a fear of being criticized by the people. You know, fear of not doing the things that they want to do. Perhaps the people around them preventing them from achieving their goals, which is a big one. Perhaps I don’t have an accountability partner to help me through the goals. It’s not easy to accomplish goals and achieve, achieve your goals. So it’s about, is there someone around you that can help you, that you can be your buddy to help you through and you know, whether it be in a work setting, you know, having team meetings and creating that culture where we’re all in the boat together and, and having often regular feedback. Absolutely correct. Correct. Absolutely right. And so there’s all these types of things that, you know, if you don’t have some of those systems in place, then you won’t achieve the goal for yourself. So know it’s about recognising your environment. So what’s happening around you? I touched on before the whole, you know, friends, people you know, and Jim Rowan, he’s, he’s passed away now, but a very famous guru in the personal development space talks about you’re the average of your five closest people. Now, I believe it’s broader than that. I believe it’s, you’re the average of your entire network. But nonetheless, the people around you will have a very large determining factor as to whether or not you’re successful. If people around you are negative perhaps you know, throwing stones at your ideas or putting you off or saying, don’t do that, that’s too scary. All those types of things well, you won’t do it.

Lauren: No it doesn’t really help you feel courageous.

Tony: It doesn’t. And sadly it comes from the people that love us the most, right? It comes from parents or family members and and they do that because they want, they think they want to keep us safe, right? They don’t want us to fall over and make mistakes and I get that. But mistakes equals learning equals growth. And not everybody has that mindset.

Lauren: I can attest to not wanting people around you or that you care about to get hurt. You know, like I was talking to you about before, you know, I’ve got a one year old and he’s exploring everything. You know, he wants to eat everything. He wants to climb everything. And you know, there’s, I’m torn right down the middle between, I want him to have all these experiences and to grow and to stay out of his way so that he can do that. I don’t want him to hurt himself. I want him to, you know, get scared or break himself or, yeah. So, yeah. You know, there is that really sort of a balance that you’ve got to find.

Tony: Oh, it’s, it’s this internal tension. Yes. It’s an internal tension. Yes, it is. It is. You know, it is, and it’s not easy. Right? And as, as a parent of two kids, it, my kids are a bit older but it’s not easy. Right? Parenting is, is incredibly challenging. Right? And you know, you’re dealing with little people who have their own little personalities and you know, and, and I’ve got two kids and they’re two very different kids who I can’t use the same method of the one Parenthood, you know, child number one to the same as child number two because they’re different and given it’s your first, you’ve never parented before, so you.

Lauren: I don’t know what I’m doing.

Tony: Right. That’s right.

Lauren: That’s not a good thing to say on camera though.

Tony: I mean, the reality is that you’ve never parented it before. No. And so you can read a book, you can have all the theoretical knowledge in the world, you can watch a YouTube clip, etcetera. But it’s still, you roll the sleeves up and get down and do that thing. And in this instance it’s parenting. But in a work, example, it could be trying a new task or, or whatever it might be until you actually get on the field is when you have the true growth and, and you’re going to make a number of mistakes. And as a parent, as an employee, you need to accept that you are not going to get it right. And that’s okay because if you have a growth mindset that says, well, I’m going to make mistakes, but I’m going to learn from those mistakes. I’m going to be better tomorrow than I am today as a result of it. And then that’s about constantly progressing in a forward direction.

Lauren: So make sure that the mindset’s working while the skills and the knowledge part catches up kind of thing.

Tony: A hundred percent a hundred percent right. And again, then the knowledge, you can have all the knowledge in the world, right? But it’s not until you actually get on the field and become a parent or do a particular role in your job that you actually start to get some real life experience, some real life feedback as to how you’re going. And then we do plenty of stuff that you do really well, which is awesome. And you want to recognise that, right? And also, there’ll be stuff that you go, yeah, you know, I, I would’ve liked to have done that differently.

Lauren: Next time I would do this.

Tony: Absolutely. You know, but this comes down to I have to, as a, as a coach, I have two questions that I always ask all of my clients at the start of every meeting. And that is what went well and what could you do differently? And so maybe we haven’t seen each other for two weeks. And so you want to ask the question, what went well? Because if I asked the question of someone, how are you going naturally our natural disposition, this is a generalisation, is to rattle off all the things that have gone wrong, all the negative stuff as opposed to I deliberately say, what did you do well? What are the things that are going well for you in the last two weeks? What have you done well right now? We’ll get a chance to go through the, Hey, what would you like to do different? We’ll get to that 100% but it’s about what are the things that you have done well, and that doesn’t just have to be in a coaching setting. So we can all do that as individuals in our jobs on a daily basis or at the end of the day. Now I say to people at the end of the day, do some reflection, right? It might be for a minute, right? Ask yourself today, what did I do well? What were the things that I’m really proud of that I do today? Great, okay, I did that, blah, blah, blah. But then also say, well, what is it that I could improve on? What would I do differently if I had my time over? Ryan? And again, this comes down to taking the time to reflect on how we’ve gone today, not with a view of dwelling on things that have gone wrong and missed opportunities and woe, woe is me. It’s about going, okay, well that happened. Yeah, that didn’t end up the way that I thought it would. But next time that happens, here’s what I’ve learned from that experience. And if you do that regularly enough, then you’re starting to get more attuned to you and you’re starting to become more conscious around the things that you’re doing and you give yourself a choice then to change The better.

Lauren: It sounds like a really good habit to be developing. And I was just thinking it could really apply well for managers helping their people, you know, to achieve goals. Yeah. You know, there’s always talk about, you know, a great manager is actually a great coach. You know, someone who they can see the potential in the person, they can help them set those goals, but then they’re the one that helps them to achieve it. Cool. It helps them to find it within themselves to achieve it. Oh, exactly. So, you know, as a manager you could ask those two questions of, of your people.

Tony: And that’s where I got it from. Right. So I’m not going to sit here and say that I invented this. So I used to be a sales manager in a previous life and we would go in and visit fast moving consumer goods outlets and at the end of the call rather than diving to, well, my opinion is blah, blah, blah. I would always ask the sales rep what went well? Hey, we’ve just finished the call. Tell me what went well, great. This went that went, Oh, but this one, no, no, no, no, no. We’ll get to that. What went well? Then once I’ve done that, then I say, okay, what would you have done differently? Right? And they go through, here’s the things that I’ll do differently. And typically the things that I would do differently is a longer list than than what I went well, particularly early on. Once people got used to working with me and the questions that I was asking them, then we started to have more on the what went well column, but early on there’s going to be a lot more in the Hey, what did I do wrong?

Lauren: It’s a default setting isn’t it?

Tony: It’s a default setting, right? And then as a manager, once the employee or the sales rep in that instance said what they went well, what they would improve, then I would provide my feedback and give the, give the individual a chance to become self aware. Because when you have self-awareness, you still have a choice. Right? So just because you are self aware of something that you do, doesn’t mean that you will go and change it, but at least you’re now aware of it. Right. Whereas the majority of our day we operate from a subconscious position that is, we’re not even aware of half the things.

Lauren: You’re in it, you’re not looking at it.

Tony: Yeah. Yeah. Correct. And the example that I use often, I used it on the weekend in my presentation I use it often is when, and I’ll ask you directly, Lauren, so when are you driving along and someone cuts you off in their vehicle what do you do?

Lauren: You just have this moment of shock usually and then, well, I’m, I’m working on it now because there is usually some language that comes out to.

Tony: Like I said, it’s language, there’s frustration, there’s anger, there’s probably clenching of, you know, maybe in some instances know people are flipping birds, all those types of things. Right? But we’re doing that in an instant and we’re doing that because that’s our default. And so then the opportunities at the end of the day to sit back and reflect and what went well, but then this in this instance, what would I like to do differently next time? So perhaps when you reflect on that that incident you go, huh, yeah. Okay, well next time I do that I’d like to be more calm, about it. I’d like to breathe a little bit more. Am I safe? Yes. Is my baby safe? Yes. Is my car you know, unscaved yes. Maybe it’s added two seconds onto my trip. So what. You know what I mean? So you take a more correct, a bit more perspective about it. And that doesn’t mean that you do this once. And the next time, Hey, I’m chilled about it. You know, cut me off. Do whatever. No, but you’ll get slightly better and you’ll do it again and you get slightly better and you’ll do it again. You get slightly better. And so this is called progress, right? So as long as you’re progressing, it doesn’t matter if you’ve gone from here to here, it’s progress. You don’t have to go from here to here.

Lauren: Progress is better than perfect.

Tony: Every time a hundred percent progress beats perfection. And so this is just about progressing. And the more that you do this, and you touched on the beautiful world earlier, which is habit. You create the habit to reflect on your day, to ask yourself those two questions. And you doesn’t have to be the end of the day. It can be E as in a sales call. Perhaps as a HR manager, maybe you’ve had a difficult employee conversation. Ask yourself, Hey, what did I do well in that conversation? What could I improve in that conversation? All right, so you’re asking yourself those sorts of questions. If you’re a manager who’s just run a team meeting, ask yourself, Hey, what went well in that team meeting? Right? And so you don’t need to ask these things out loud, walk around the office and Hey, what went well? You know, and it, you know, you just, you can have that internal, you have an internal dialogue.

Lauren: And what do you think about probably make this my last question but in terms of those reflections and that habit of, you know, what’s going well and what would I do differently next time? Do you think it’s more powerful to have that written down somewhere that you can refer back to? Or is it more a thing that you just do in the moment?

Tony: Writing is excellent. Right? So it, because it’s reinforcing. So it’s one thing to think about it, but now when I write it now, when I see it now, when I read it, that makes sense. I’ve gone from doing one step to now I’ve done four steps.

Lauren: Which means four cycles. Fantastic.

Tony: Correct. And so, and so, whether it be on the positive side or the corrective side, I’ve gone and reinforced that. And again, this is what this is doing and this is elevating things from our subconscious to our conscious and we’re in our conscious then it’s about, I now have the choice in our subconscious. I don’t have the choice because I’m operating on default. I’m doing things automatically when it comes into my conscious. Now I have the choice. I can still choose to do nothing different, but it’s, but I have the choice or I could choose to go, huh, I want to be better tomorrow than I am today and I’m going to do something different.

Lauren: Fantastic. Alright. Well I had could ask so many more questions. Sure. Goals in life and all that sort of thing. But we might wrap it up. Okay. If I wanted to know more about goal setting or effective processes, is there any resources that you got for that?

Tony: There’s heaps of resources that I’ve got. So firstly I’ve got social media pages, Tony Meredith coaching on Facebook, on Instagram on LinkedIn, Tony Meredith, the YouTube, Tony Meredith. But I’ve also got a 12 page goal-setting playbook that I’ve written that are giving away to people for free to help them with that. It walks them through the exact process that I use with our clients. And so people can do this in their own pace and it’s all about, again, starting with the Indian, Melinda touched on it earlier but then it’s about working backwards. So working backwards. So when you have a 12 month goal, where do you want to be in six months, where you want to be in three months? Where you want to be one month, two weeks, one week, etcetera. And so start with end in mind, work your way backwards. That is you’re creating the plan and then obviously you work in a Ford direction to activate on that plan. And I suppose the thing is, I just want to finish on Lauren with goal setting is fine, but ultimately it’s goal achievement. Yes. Right.

Lauren: Setting review to make it actually happen.

Tony: You can have the most well-written down plans in the world that can be beautifully presented. But again, if you aren’t activating on that plan, what does it matter? And it goes back to the point I said earlier about knowledge. To know not to do is to not know at all. You can apply that similar saying to goal setting, you can have a well-written out goal. If you’re not doing anything with it, then it doesn’t matter. Absolutely. Thank you so much. Really appreciate it.

How to create the most valuable, addictive and must-have technology for every person

By Ton Dobbe – Chief Inspiration Officer, Value Inspiration

Every week I interview entrepreneurs and experts from around the world to share their big idea about new forms of value creation and the potential we can unlock when technology augments the unique strengths of people to deliver remarkable impact.

An interview with Rob Bromage, CEO of intelliHR

I got inspired by the big idea behind intelliHR hence I invited CEO Rob Bromage to my podcast. We explore the secrets of driving performance through people in order to become a high-performance organisation. We dive into the role of disruptive technologies such as predictive analytics and natural language processing, and how these tools can raise performance and engagement.

The thing that triggered me most from my interview with Rob

“There are a number of really big problems that we are trying to solve. The first one is actually…It sounds really funny, but trying to use technology to help people connect together really well. I’m trying to get technology out of the way, so it is just about that meaningful conversation.”

Why did this trigger me? What’s the bigger value here? 

It’s a common theme these days – creating more impact by “getting technology out of the way”. I’ve referred to this many times as ‘The best UI is No UI”. It’s refreshing to see it’s a central theme in intelliHR’s product strategy. They’ve actually made it their mission to be the most valuable, most addictive solution for their customers. One way of approaching that is by making the shift from administration (what HR typically has always been about) to augmentation, for example by using the latest technologies to predict positive and negative sentiment, and with that give nudges to managers to have meaningful conversations with their staff – at the moment it matters.  This drives engagement – at both ends.

What’s the more significant question/opportunity that raises?

There’s a larger benefit connected to this – taking performance to the next level. As Rob quotes:

“The part we’ll be able to see is something as simple as someone feeling bullied or being very aggressive around performance. It really puts a business in the driver’s seat to be able to react to things. Equally, some of the data on highly positive things gives them a really good understanding to see where those high performing outliers are, and where that actually sits.”

This level of insight can give organisations a solid advantage – constantly being able to take performance to the next level, by sharing what works (or what doesn’t) and by recognising people and their efforts to do good. It also enables organisations to transform the traditional role of HR. As Rob rightly quotes:

“If they’re [HR] spending their time on administrative or compliance tasks, they are wasted asset in my opinion.”

By using technology this way HR’s focus can shift towards connecting the customer strategy with the people’s strategy or the people strategy with the customer strategy. That’s where real value is created.

Listen to the big idea behind intelliHR, and why it has the potential to transform the impact project-intensive organisations can make by augmenting their project managers in the right way.