Think Digital Learning

Ben Emmens

Ben Emmens is a teacher and consultant, specializing in third-world and developing world issues by trying to inject leadership and management skills to create stable, strong institutions.  A former senior staffer at People in Aid, he brings a broad brush of on-the-ground experience to his work with national government international corporations and aid agencies worldwide. Here, he perfects on the uphill struggle to improve management teaching across the developing world.

MCE: We know the world’s a bit of a mess... any thoughts on education as an opportunity to bring more of the world together for a common purpose?

Ben Emmens (BE): ‘Always be learning’ is my motto, and learning has never been more accessible (think digital learning) or more engaging (gamification, the arts, technology) or more affordable (for those who have an internet connection).

When people come together they learn, but it requires first class facilitation and brokering skills, and, in the case of face-to face-learning, it requires access. And most of the fragile or war-torn countries I’m working in to try and broker learning and collaboration have all too real access and connectivity issues. Combine that with an uneven distribution of power (extreme inequality) and fear of change / contentment with how things are, then educators have their work cut out. So a new breed of educators are required with a very diverse skill set.   

MCE:  And at the same time we’re getting buried in a digital overload of mega proportions. What’s your view, Can we learn to switch off and chill out, or has it gone too far for that?

BE: I think platforms such as Slack are innovating with their do not disturb or postpone notification functions but ultimately it requires immense courage on the part of each individual (to switch off) plus the (earned or offered) trust of their manager and directors. This takes us into the realm of organisational culture which as we know is a very difficult thing to change. So  I think that for as long as we have colleagues and managers working across time zones, sending messages at all hours, and expecting instant responses, then all individuals will struggle to switch off.

MCE: There’s another trend – the caring corporation, operating with mindfulness for their employees. Is that a workable, doable model, or does economics get in the way, when the going gets tough?

BE: I think many organisations are realising they need to retain their best people, and that talent shortages are a very real issue. So I am encouraged by the fact that many organisations are taking tangible steps towards flexible working, and towards improving staff care and wellbeing. Some organisations have been able to demonstrate a business case for being more socially and/or environmentally caring and that helps too! Ultimately, treating staff unfairly, or with contempt, and that includes in the supply chain too, is not sustainable in human or financial terms, and we have seen the market ‘punish’ corporations that have supply chain labour issues or that have failed to pay a minimum wage or offer basic benefits.

MCE: Finally, what’s the other work trend you can see emerging? 

BE: It’s getting harder and harder to be geographically mobile as countries tighten immigration laws and entry requirements so whether we like it or not we are having to localise, engage with mono-cultural teams and strengthen local capacity… We’re also having to do much more work remotely / at a distance. 
Add to that the slow automation of more and more lower level jobs and we are likely to see a continued ‘hollowing out’ of the workforce and that will require a different kind of leadership, arguably with more than one specialism and towards that of a more expert generalist... 

The best way to ensure career success

Amrit Thind

A series of interviews with experienced players and experts in human resources and organizational development. Here we ask the questions to Amrit Thind, who is taking an MSc in Innovation and Entrepreneurship at ESADE Business and Law School in Barcelona. He explains what he sees as the best way to ensure career success.

MCE : In your recent experiences as a student, what are business schools NOT putting into their curriculum that you think should be on the ”MUST teach them” list?

Amrit Thind (AT): Business Schools are increasingly moving away from standardized teachings; too often students tend to only enter the professional world with a strong understanding of management principles, financial fundamentals, and the basics of large industry to assist them in their job hunt. However, what students lack nowadays is a basic ability to solve problems.

For the past decades European educational systems have spoon-fed students problems and accordingly the right solutions. Students don’t tend to make many mistakes. This needs to change. For example, the MSc Innovation & Entrepreneurship program at ESADE Business & Law School has a different approach to educating their students: The course is very much built on practical principles, providing students with an array of different problems to solve: starting an innovative new venture from scratch, for instance. This gives students the freedom to identify problems and figure out how to solve them however they best see fit. More importantly, making mistakes is a crucial part of the process.

  

MCE: What life/work experiences do you think that you NEED to have to become an effective people manager and respected leader?

AT: Working in teams and taking on various roles with different people is absolutely key to becoming an effective people manager and respected leader. No matter where you work, people will always challenge you. The sooner you learn to manage individuals with different personalities, backgrounds, mindsets, and working styles, the better.

Moreover, if you want to become an effective people manager and respected leader, it is also crucial for you to allow yourself to be managed by someone else in order to identify how it would be working for yourself. Reflecting on who you are and what you do is often more revealing than anything else in developing strong managerial and leadership skills. 

  

MCE: If you could choose to spend 24 hours with any business/management guru/thinker what would be your choice and why? (Basically – who IS your hero?)

AT: I would love to spend 24 hours with the authors of Freakonomics, University of Chicago economist, Steven Levitt, and New York Times journalist, Stephen J. Dubner.

Whilst their infamous book is already a decade old, I try to listen to their podcasts on Freakonomics Radio as often as possible. They talk about incredibly interesting topics, often discussing every-day issues and unveiling unexpected results. For example, do you know what “temptation bundling” is? Or did you know that the ability to think like a child could be incredibly fruitful in idea generation and developing creativity? I would highly recommend Freakonomics Radio for anyone who is looking for some intellectual stimulation during the commute. If you don’t know where to get started pick up any of the podcast episodes. It will definitely hook you.

MCE: Despite the fact that it appears to be a young people’s world, it looks like we are going to have to work until our 70s. What’s your thinking about keeping yourself up-to-speed current and relevant in your personal career cycle?

 AT: I believe there are two elements that are crucial in keeping yourself up-to-speed and relevant in your personal career: Innovation and the ability to sell - yourself and your product or service.

Innovation is key because it is what companies rely on to continually grow and stay differentiated. In fact, without innovation, corporations become arrogant and die. Therefore, staying innovative doesn’t only mean that you need to keep in touch with the modern world and technology – which is often overwhelming in and of itself. More importantly, never become arrogant and always listen to your customers. This is not just a lesson for your professional career; it is a lesson for life.

Sales are key because, ultimately, everything boils down to sales: You may have an impressive personality and skill set; you may have amazing work experience and a wonderful CV; you might have the most incredible product or service in the world. But if you don’t know how to quantify your value proposition, identify your customer, and understand their needs as well as match your solution to their needs, you will be forever stuck in the same place.

Whilst innovation and sales are important, I believe that, if we are going to have to work until our 70s, it is equally important to take a step back and breathe every once in a while. The world moves so fast nowadays. We are constantly bombarded with information and things we should do: Emails, LinkedIn, WhatsApp Messages, and Facebook notifications – it is easy to become overwhelmed. Step back and breathe – if you are going to work into your 70s, you better find a way to enjoy it.