Tanya Birman’s Post

What if your L&D can make your employees to apply the long-term thinking skills at will, instead of just looking to complete whatever they have on the plate for the day? What do I mean by long-term thinking? Biasanya, our working, professional mind is set to look at the task at hand - routine jobs ka, issues and challenges ka, new project initiation ka - then we shall seek for the immediate solutions, with whatever that we have at the moment. Not saying this is bad, or wrong. In fact, this in itself is a show of our skills in problem solving and being resourceful - among other things. But, if we, as an L&D can also plant the idea of utilizing long-term thinking skills among our colleagues - as a way for us to innovate or process and our products, that's great right? Yes, this is still me on shifting your L&D from training facilitator into strategic, innovation enabler for the Company. Contoh long-term thinking ni macam mana? Kita tengok cerita pasal SpaceX la kot. SpaceX ni kan design, build and launch rockets into space. If depa ni nak senang cerita, boleh je depa approach France ka, Russia la, China ka and collab buat rocket. Outer body tu pakai la stainless steel ka, tepek Logo. Then sell it as a flying Tesla Cybertruck. Mission achieved. Problems resolved. But no. SpaceX ni usaha juga nak design and develop a reusable rocket system/ method. Rockets yang boleh launched, land - sambil carry whatever load, navigators, spaceman that they carry. Bukan jenis yang sekali pakai, terjun masuk laut. Sekali fly, hangus dalam atmosfera. Even the videos of them keep failing to land the rockets on the platform atas laut tu pun has been watched by so many people. Inspiring kids and young adults from all walks of life to also begin designing rockets, and maybe someday space ships. Jasa siapa? SpaceX. Biar berhabis banyak duit, but their application of long-term thinking has positioned SpaceX at the forefront of the commercial space industry. Here are 2 activities our L&D team can do to also build the long-term thinking skills among our colleagues: 1) Future Skills Forecasting and Development: Give em know how to seek and analyze emerging trends and technologies to identify skills that will be crucial in the future for the Company. 2) Innovation Incubator Programs: Create in house programs that allow employees to dedicate their time to long-term, innovative projects outside their regular duties. Provide training and mentorship structure to support these efforts, fostering a culture of innovation and long-term thinking throughout the organization. Wish to know more? Let's discuss. Help our L&D, to allow them to help their colleagues, your Company. Janji. They'll become better, and more confident to handle your talents.

Last month, when celebrating Sterling Crawford's successful launch of Stall Three Studio's Spring collection - Space: Past, Present, and Future, those in attendance got to hear stories about the Apollo 16 mission to the moon from Astronaut Charlie Duke. I was fascinated to hear that the mission was almost a “near miss” event. During the descent to the lunar surface, the lunar module almost didn’t make it due to a computer error. Quick thinking and teamwork by Charlie and fellow astronaut John Young, along with ground control, averted catastrophe.   The story is a reminder of how to handle a curve ball—in business, in your personal life, and yes sometimes when landing on the moon.   💯 Preparation: Thorough preparation and training are critical. The astronauts' extensive training enabled them to troubleshoot effectively and prevent a disaster. 🤝 Teamwork: Success often relies on effective communication and collaboration. Teams must trust each other and do what is needed to achieve their goals. 📚 Continuous Improvement: Many lessons and findings were learned throughout the mission. In business and life, we must learn from our experiences, especially those that were not what we had hoped for and find the opportunities for improvement. 🚀 Innovation: The Apollo program pushed the boundaries of innovation. In business, we must constantly evaluate the landscape and adapt. That often means embracing new technology (AI for example) and embracing new ways to accomplish the task at hand.   Curve balls are a given in business and in life. It's our job to figure out how to handle them. Would love to hear about your curve balls and tips for dealing with them! 

⚠ In all of the business situations that can (and do) merit war room preparation & collaborative response, I am continually shocked at how often this approach is not taken seriously. What's more, is how often communications experts & teams are left out of response planning. Use your comm team as consultants before the emergency. Not order takers after the fact.

What is a war room? a room from which #business or #politicastrategy is planned. Here a #businessstrategy during #difficulttimes

It's inevitable that you'll find yourself in a situation of distress when you're pursing the really hard things. You need to get good at war rooming. Who here has done a good war room? I’m surprised by how many people and companies don't have strong processes for dealing with dire times... when it's the most important to have these processes. You will need a physical, real-time, interactive war room *process*. The space is nothing without the process. The minimal criteria are: 1. Single neck to choke: If you're lucky enough to face trial and tribulation in a team, you'll need one person to be the leader. I used to call this the single neck to choke (back in my day, we used much tougher words). This person is singularly accountable for outcome. In a company this really should be the CEO, it shouldn't be delegated. 2. Team leads: People have experience, maturity, intelligence and high emotional IQ capacity to integrate inputs and find least time integrated solutions. 3. Transparency: It must enable visibility and adaptive control of all program elements. It needs to make transparent day to day procedure that will resolve issues in real time as they arise. 4. Direct access: Team leads should have direct access to the leader, who serves as the top level integrator and decider. War rooming is about systematic people engineering to thrive through dark times. This is especially true for deep tech teams in distress. I've been there many times and this is the way out. #motivation #advice #space #newspace #aerospace #innovation #technology #deeptech #stem #science #nasa #spacex #business #tech #startups

Dan Goldin. Absolutely agree! A well-orchestrated war room is the key to navigating through challenges. It's fascinating how a structured process, strong leadership, and transparent communication can turn dire situations into opportunities for growth. Your insights resonate with the importance of systematic people engineering to thrive in the face of adversity. 👏 #WarRoomWisdom #leadership #innovation #resilience

Dan Goldin shared in the post below: “I’m surprised by how many people and companies don't have strong processes.” I am both surprised and empathetic. SURPRISED I’m surprised because process is the business engine of the business vehicle. Process is the foundation, the beams, and columns which keep stable and sturdy a high rise building. Processes are the bones, the tendons, the ligaments, and the muscles that hold together the body. EMPATHETIC I’m empathetic because businesss is messy and full of distractions. Many of the wrong things in business shout loudly that they are the right things to pay attention to. I’m empathetic because when in the middle war (business), leadership often gets vertigo and cannot see clearly. I’m empathetic because with all of the pressure in business to move fast and win, the discipline required to articulate clarity and standardize through process “feels” counterproductive. To Dan’s point, you need a process in war. Phil Knight, Founder/CEO of Nike, Inc. said, “Business is like war, just without bullets.” I agree with Phil, and Dan. Business is like war, just without bullets, but it should never be without clear processes. Clarity through strong process is often the hidden strategy that empowers winning. That’s why I’ve built Clarity Ops, LLC. Because, business needs strong ops to win. 🥇 Enjoy the read!

Appreciating Dan Goldin post on solutions during dark times. War room is a great practice and process that can be adopted by all sizes of teams and could be utilized productively in both bad and good times. The intentional organizing and structuring an environment with key stakeholders, tools and resources, a focused objective with pre-determined framework/phase gate criteria can result in incredible feats from the coming together of minds. I believe the most powerful aspect of war rooms is "thinking". With the fast paced go go go mentality of society it is now more than ever causing everyone to be busy doing and therefore taking less and less time to stop, take a step back and think, and think strategically. If we think back to when war rooms were first introduced, it really was during time of war and one of the best examples in my opinion of war rooming is famously/infamously Winston Churchill's war room during WWII which, well we all know the achievements and results of the coming together of the minds in that war room. So let's make an intentional effort to introduce war rooms, not just in our businesses, but at home as well with our families to take time and strategically think together, and together triumph over dark times and capitalize during the good. #warroom #businessstrategies #family #strategicthinking #keyplayers

It's inevitable that you'll find yourself in a situation of distress when you're pursing the really hard things. You need to get good at war rooming. Who here has done a good war room? I’m surprised by how many people and companies don't have strong processes for dealing with dire times... when it's the most important to have these processes. You will need a physical, real-time, interactive war room *process*. The space is nothing without the process. The minimal criteria are: 1. Single neck to choke: If you're lucky enough to face trial and tribulation in a team, you'll need one person to be the leader. I used to call this the single neck to choke (back in my day, we used much tougher words). This person is singularly accountable for outcome. In a company this really should be the CEO, it shouldn't be delegated. 2. Team leads: People have experience, maturity, intelligence and high emotional IQ capacity to integrate inputs and find least time integrated solutions. 3. Transparency: It must enable visibility and adaptive control of all program elements. It needs to make transparent day to day procedure that will resolve issues in real time as they arise. 4. Direct access: Team leads should have direct access to the leader, who serves as the top level integrator and decider. War rooming is about systematic people engineering to thrive through dark times. This is especially true for deep tech teams in distress. I've been there many times and this is the way out. #motivation #advice #space #newspace #aerospace #innovation #technology #deeptech #stem #science #nasa #spacex #business #tech #startups

Agreed! A solid war room process is essential for tackling challenges head-on. Transparency, clear leadership, and real-time problem-solving are crucial. It's impressive how effective these strategies can be in navigating tough times. #problemsolving #leadership #teamwork