“For many people the word â€œlearningâ€ is synonymous with studying, lessons, classes, etc â€“ because that is how we have been conditioned to believe how â€œlearningâ€ happens. We think back to how we learned at school with a teacher, who took us through a topic step by step, in a logical way. It was the teacher who â€œjoined the dotsâ€ for us, linking together all the aspects of the topic in a structured way to help us understand it. And that of course, is now what many think â€œonline learningâ€ is all about;”
Learning the new is therefore a very different â€œlearningâ€ experience; it is about being in the flow of new ideas, making sense of what we hear and find out, ie by â€œjoining the dotsâ€ ourselves, and by sharing our thoughts, experiences, etc with others in our teams, groups, communities and networks. Itâ€™s not about waiting for someone to come along to teach us this new knowledge or new skills; but rather to continuously learn for ourselves.
So these people will need help to acquire a new set of â€œlearning skillsâ€. Harold Jarche calls this Personal Knowledge Management, which he defines as â€a set of processes, individually constructed, to help each of us make sense of our world & work more effectively.â€
the role of learning professions is no longer just about teaching the old, but helping people to learn the new.
“Imagine that you run a chain of hotels. You know that amid all the guests who stay with you there is a group of star customers. They visit often. They never stay anywhere else when theyâ€™re in town. They spend a lot of money because they value the amenities and services your hotels offer. They talk your hotels up to their friends and colleagues.
Some of these customers even get to know the service staff and greet them by name. You love these people.
But now ask yourself: do you know how much more valuable these customers are than others? If you could turn another 10% or 20% of your client base into loyal, enthusiastic patrons like these, do you know how much more growth that would generate? Unless you can answer such questions, you canâ€™t know how much to invest in creating and retaining this kind of high-value customer.”
“Wake up, executives: if you donâ€™t embrace social media within the next five years, youâ€™re likely to lose your job. Thatâ€™s the provocative conclusion of Mark Fidelman, a fellow Forbes blogger and author of the new Socialized! How the Most Successful Businesses Harness the Power of Social. Social media provides â€œa more visible leadership â€“ youâ€™ve proven you can influence people internally and externally,â€ he says. â€œI canâ€™t see how somebody who lacks that demonstrated leadership and the ability to influence people on social networks can go up against somebody who has it.â€”
Fidelman stresses the distinction between being using social media, which almost every company does to some extent these days, and truly becoming a social business
â€œThe question is, have you set up the [online] infrastructure so it aligns closely with the goals of the business? I hope most companies arenâ€™t doing social because itâ€™s trendy. There should be a through-line to profitability, or cutting costs, or more awareness about your cause if youâ€™re a nonprofit. Itâ€™s aligning all the social media tactics and culture and tools, and making sure they align specifically with your business objectives.
â€œItâ€™s unfortunate when people think of social business as only external,
Brand ambassadors, he believes, are critical. â€œThere should be a number of people in your organization who build up a reputation [via social media] internally and externally, and when people think about whether to do business with you or a competitor, theyâ€™ll think about those relationships. And all things being equal, most people will go toward the organization they have those relationships with.