Training & Development

A learning culture is not built by offering more training. It emerges where curiosity, connection, and purpose intersect. Andrew Barry, in The Curious Lion, describes learning culture as a lotus where several forces overlap. I find this framing helpful because it moves the conversation beyond HR programs and into the fabric of the organization. At the individual level, there is curiosity. People must feel invited to ask questions, challenge assumptions, and explore. Without individual curiosity, learning remains compliance. At the organizational level, there is mission. Learning needs direction. When people understand what the company stands for and where it is going, their curiosity becomes focused rather than scattered. At the relational level, there is human connection. Learning accelerates in environments where people feel safe to speak, experiment, and reflect together. The fourth circle is continuous learning. Learning must be ongoing, not episodic. Not a workshop, but a way of operating. Continuous learning ensures that curiosity, mission, and connection reinforce each other over time rather than fading after the latest initiative. When these circles overlap, deeper elements emerge: Shared vision aligns effort. Shared experiences create collective memory. Shared assumptions shape how reality is interpreted. Shared stories transmit meaning across generations. At the center sits what we call learning culture. Not an initiative, but a pattern of how people think, relate, and evolve together. The question for leaders is not, “Do we offer learning opportunities?” It is, “Do curiosity, mission, and connection truly reinforce each other continuously in our organization?” That is where learning becomes cultural rather than occasional.

I was shadowing a coaching client in her leadership meeting when I watched this brilliant woman apologize six times in 30 minutes. 1. “Sorry, this might be off-topic, but..." 2. “I'm could be wrong, but what if we..." 3. “Sorry again, I know we're running short on time..." 4. “I don't want to step on anyone's toes, but..." 5. “This is just my opinion, but..." 6. “Sorry if I'm being too pushy..." Her ideas? They were game-changing. Every single one. Here's what I've learned after decades of coaching women leaders: Women are masterful at reading the room and keeping everyone comfortable. It's a superpower. But when we consistently prioritize others' comfort over our own voice, we rob ourselves, and our teams, of our full contribution. The alternative isn't to become aggressive or dismissive. It's to practice “gracious assertion": • Replace "Sorry to interrupt" with "I'd like to add to that" • Replace "This might be stupid, but..." with "Here's another perspective" • Replace "I hope this makes sense" with "Let me know what questions you have" • Replace "I don't want to step on toes" with "I have a different approach" • Replace "This is just my opinion" with "Based on my experience" • Replace "Sorry if I'm being pushy" with "I feel strongly about this because" But how do you know if you're hitting the right note? Ask yourself these three questions: • Am I stating my needs clearly while respecting others' perspectives? (Assertive) • Am I dismissing others' input or bulldozing through objections? (Aggressive) • Am I hinting at what I want instead of directly asking for it? (Passive-aggressive) You can be considerate AND confident. You can make space for others AND take up space yourself. Your comfort matters too. Your voice matters too. Your ideas matter too. And most importantly, YOU matter. @she.shines.inc #Womenleaders #Confidence #selfadvocacy

It takes one minute to damage a career you spent 30 years building. Because success isn’t about skill or intelligence. It’s about emotional regulation. Exercising restraint instead of: → Engaging in a heated debate with a client. → Exchanging a sharp word with a colleague. → Sending an angry email in the heat of the moment. The second you lose control, you’ve lost. Emotional regulation is the biggest marker of career success. The good news is it’s a muscle you can build. Here's how: 1. Know Your Triggers → Identify what sets you off. → Do you feel threatened when criticised? → Awareness is the first step to control. 2. Hit Pause → Before reacting, ask yourself: What are the consequences of my move? → Regret minimisation is critical. 3. Reframe the Experience → What else could this mean? → Maybe the person was having a bad day. → Chose an interpretation that serves you. 4. Create a Delay on Emails Sent → Set a 10-minute delay on all outgoing emails. → This in and of itself could save your career. 5. Breathe → When emotions rise, take three slow breaths. → It signals your nervous system to reset. → Simple, but powerful. 6. Speak With Emotional Intelligence → Once you’re ready to respond, choose your words carefully. → Ask: How can I create the right outcome in a calm way? Remember: → If you choose restraint, you win. → If you reframe, you grow. And every time you stay in control, you keep your power. How important do you think emotional regulation is for career success? ---- ☀️Follow Deena Priest for career, leadership and personal development insights.

Master the core SQL commands that drive 80% of tasks. This post focuses on practical, real-world applications of SQL for maximum impact. Fundamental SQL Commands 1. 𝗦𝗘𝗟𝗘𝗖𝗧: Retrieving specific data        𝚂𝙴𝙻𝙴𝙲𝚃 𝚏𝚒𝚛𝚜𝚝_𝚗𝚊𝚖𝚎, 𝚕𝚊𝚜𝚝_𝚗𝚊𝚖𝚎, 𝚎𝚖𝚊𝚒𝚕 𝙵𝚁𝙾𝙼 𝚌𝚞𝚜𝚝𝚘𝚖𝚎𝚛𝚜;    2. 𝗪𝗛𝗘𝗥𝗘: Filtering results        𝚆𝙷𝙴𝚁𝙴 𝚙𝚞𝚛𝚌𝚑𝚊𝚜𝚎_𝚍𝚊𝚝𝚎 >= '𝟸𝟶𝟸𝟹-𝟶𝟷-𝟶𝟷' 𝙰𝙽𝙳 𝚝𝚘𝚝𝚊𝚕_𝚜𝚙𝚎𝚗𝚝 > 𝟷𝟶𝟶𝟶;    3. 𝗚𝗥𝗢𝗨𝗣 𝗕𝗬: Aggregating data        𝚂𝙴𝙻𝙴𝙲𝚃 𝚙𝚛𝚘𝚍𝚞𝚌𝚝_𝚌𝚊𝚝𝚎𝚐𝚘𝚛𝚢, 𝚂𝚄𝙼(𝚜𝚊𝚕𝚎𝚜_𝚊𝚖𝚘𝚞𝚗𝚝) 𝙰𝚂 𝚝𝚘𝚝𝚊𝚕_𝚜𝚊𝚕𝚎𝚜    𝙵𝚁𝙾𝙼 𝚜𝚊𝚕𝚎𝚜    𝙶𝚁𝙾𝚄𝙿 𝙱𝚈 𝚙𝚛𝚘𝚍𝚞𝚌𝚝_𝚌𝚊𝚝𝚎𝚐𝚘𝚛𝚢;    4. 𝗢𝗥𝗗𝗘𝗥 𝗕𝗬: Sorting data        𝚂𝙴𝙻𝙴𝙲𝚃 𝚙𝚛𝚘𝚍𝚞𝚌𝚝_𝚗𝚊𝚖𝚎, 𝚜𝚝𝚘𝚌𝚔_𝚚𝚞𝚊𝚗𝚝𝚒𝚝𝚢    𝙵𝚁𝙾𝙼 𝚒𝚗𝚟𝚎𝚗𝚝𝚘𝚛𝚢    𝙾𝚁𝙳𝙴𝚁 𝙱𝚈 𝚜𝚝𝚘𝚌𝚔_𝚚𝚞𝚊𝚗𝚝𝚒𝚝𝚢 𝙰𝚂𝙲;    5. 𝗝𝗢𝗜𝗡: Combining related data        𝚂𝙴𝙻𝙴𝙲𝚃 𝚘.𝚘𝚛𝚍𝚎𝚛_𝚒𝚍, 𝚌.𝚌𝚞𝚜𝚝𝚘𝚖𝚎𝚛_𝚗𝚊𝚖𝚎, 𝚘.𝚘𝚛𝚍𝚎𝚛_𝚍𝚊𝚝𝚎    𝙵𝚁𝙾𝙼 𝚘𝚛𝚍𝚎𝚛𝚜 𝚘    𝙸𝙽𝙽𝙴𝚁 𝙹𝙾𝙸𝙽 𝚌𝚞𝚜𝚝𝚘𝚖𝚎𝚛𝚜 𝚌 𝙾𝙽 𝚘.𝚌𝚞𝚜𝚝𝚘𝚖𝚎𝚛_𝚒𝚍 = 𝚌.𝚒𝚍;    Advanced SQL Techniques 1. 𝗦𝘂𝗯𝗾𝘂𝗲𝗿𝗶𝗲𝘀: Nested queries for complex conditions        SELECT product_name, price    FROM products    WHERE price > (SELECT AVG(price) FROM products);    2. 𝗖𝗼𝗺𝗺𝗼𝗻 𝗧𝗮𝗯𝗹𝗲 𝗘𝘅𝗽𝗿𝗲𝘀𝘀𝗶𝗼𝗻𝘀 (𝗖𝗧𝗘): Simplifying complex queries        WITH monthly_sales AS (    SELECT EXTRACT(MONTH FROM sale_date) AS month, SUM(amount) AS total    FROM sales    GROUP BY EXTRACT(MONTH FROM sale_date)    )    SELECT month, total    FROM monthly_sales    WHERE total > 100000;    3. 𝗪𝗶𝗻𝗱𝗼𝘄 𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝘀: Calculations across row sets        SELECT    department,    employee_name,    salary,    RANK() OVER (PARTITION BY department ORDER BY salary DESC) AS salary_rank    FROM employees;    4. 𝗖𝗔𝗦𝗘 𝗦𝘁𝗮𝘁𝗲𝗺𝗲𝗻𝘁𝘀: Conditional categorization        SELECT    customer_id,    CASE    WHEN lifetime_value > 10000 THEN 'VIP'    WHEN lifetime_value > 5000 THEN 'Premium'    ELSE 'Standard'    END AS customer_segment    FROM customer_data;    Optimization Tips - Use indexes on frequently filtered columns - Avoid SELECT * and only retrieve necessary columns - Use EXPLAIN ANALYZE to understand query execution plans Learning Strategy 1. Start with simple SELECT queries on a sample database 2. Progress to filtering and sorting data 3. Practice joins with multiple tables 4. Explore advanced techniques with real datasets 5. Participate in online SQL challenges and forums By mastering these SQL commands and techniques, you'll be well-equipped to handle a wide range of data analysis tasks efficiently. Regular practice with diverse datasets will solidify your skills. What's your favorite SQL trick for streamlining data ? Share your insights below!

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

Stuck in an endless loop of client changes? Lost track of what revision this constitutes? Yeah. Been there. Done that. The secret? It's not about saying no. It's about saying yes to the right things upfront. Every project that goes sideways starts the same way: Vague agreements. Fuzzy boundaries. Good intentions. Six weeks later you're bleeding money and everyone's frustrated. Here's my framework after 30 years of running two 8-figure businesses: The SOW is your salvation. Not some boilerplate template. A real document that covers: • Exact deliverables (not "design work" but "3 homepage concepts, 2 rounds of revisions") • Hours of operation ("We respond M-F, 9-5 PST. Weekend requests get Monday responses") • Revision rounds spelled out ("Round 1 includes up to 5 changes. Round 2 includes 3.") • Feedback cycles defined ("48-hour turnaround for client feedback or the project may be delayed or additional fees may be incurred") But here's what most people miss— Don't work on client notes immediately. Client sends 37 pieces of feedback at 11pm Friday? Producer sends conflicting notes from the CEO? Marketing wants one thing, sales wants another? Stop. Collect everything first. Resolve the conflicts. Get on the phone and discuss it with your client to get alignment. Separate the "have to haves" from the "nice to haves". Then present unified changes. "Based on all feedback received, here are the 8 changes we'll implement. This constitutes revision round 2 of 3." Watch how fast the random requests stop. No extra work that goes unappreciated. No more feelings of being taken advantage of. Communicate before the crisis, prevents the crisis from happening. "Just so you know, we're entering round 2. You have one more included. After that, it's $X per additional round." No surprises. No awkward money conversations. No resentment. Scope creep isn't a them problem. It's a you problem. And that's good news, because that means you are in control. They're not trying to take advantage. They just don't know where the boundaries are because you never drew them. Draw the lines early. Communicate them clearly. Everyone wins. What's your most painful scope creep story? What boundary would've prevented it? Small Business Builders #projectmanagement #clientmanagement #businessgrowth

Sustainability in Supply Chains A guide for private markets investors 🌍 Private markets investors face increasing pressure to integrate sustainability into supply chain management. This guide by PRI explains why supply chain due diligence is essential and how investors can embed it across the investment cycle to safeguard assets, reduce risks, and capture value. Supply chain risks, ranging from human rights abuses to environmental violations, have become financially material issues with direct implications for investor performance, regulatory compliance, and reputation. Human rights concerns are significant. Forced labour affects an estimated 28 million people worldwide, with rising risks in major sourcing countries such as India, Vietnam, China, Mexico and the United States. Migrant workers are particularly vulnerable, while child labour remains prevalent in high-risk industries and regions. Working conditions also present serious challenges. Excessive hours, unsafe workplaces and poor wages undermine the stability of global supply chains. These issues are concentrated in industries such as apparel, electronics, food and agriculture, construction materials and mining where oversight is often limited. Environmental risks add complexity. Nearly half of global sourcing markets face high or extreme risk of violations related to waste management, emissions and hazardous materials. Biodiversity loss and deforestation linked to commodities such as palm oil, soy and timber increase exposure to both regulatory and operational disruptions. Regulatory requirements are tightening worldwide. The EU Corporate Sustainability Due Diligence Directive, the US Uyghur Forced Labor Prevention Act and the EU Deforestation Regulation compel companies and investors to identify, mitigate and report risks throughout their supply chains. Failure to comply carries financial consequences. Volkswagen shipments were detained at US ports, Shein faced delays in listing plans due to sourcing concerns and companies in Germany were investigated and fined for breaches of the Supply Chain Act. These examples show how supply chain management is now a strategic necessity. Proactive due diligence creates opportunities. Companies with strong supply chain transparency and risk management can secure contracts, improve resilience, reduce costs and strengthen their brand. Investors can leverage these practices to enhance portfolio performance and protect value at exit. The guide explains that due diligence should be present at every stage of the investment cycle. This includes governance and policies, early screening, detailed risk assessments, legal agreements, active engagement, monitoring and exit planning. Clear roles, data systems and training are critical. Integrating sustainability into supply chain due diligence strengthens both risk management and value creation. #sustainability #business #sustainable #esg

Most people are doing feedback all wrong. And as a result, they miss a massive opportunity to grow. Let’s fix that. Here’s how to give and get feedback the right way: First, the data. Researchers looked at how feedback affects performance. Here’s what they found: Most feedback does nothing. Some feedback makes things worse. But the right kind of feedback? It changes everything. So what kind of feedback actually works? It’s not about being nice. It’s not about being harsh. It’s not even about being right. Effective feedback is: Timely Individualized Future-facing In short, it’s actionable. Worried about sounding harsh? Use this 19-word magic phrase. Researchers call it “wise feedback”: “I’m giving you this feedback because I have high expectations for you and I know you can meet them.” Simple. Kind. Powerful Now, what about getting feedback? Here’s the surprising twist: Stop asking for “feedback.” Start asking for “advice.” Why? People love giving advice.(It makes them feel smart. And generous.) Advice is naturally forward looking.Which makes it more actionable. Instead of vague judgments, you get clear guidance. Don’t ask: “What did you think of my presentation?” Ask: “What’s one thing I could try differently next time?” That tiny shift unlocks clarity and invites honesty. To give feedback: Make it actionable. Use wise feedback when it’s tough. To get feedback: Don’t ask for feedback. Ask for advice. Feedback isn’t about judgment. It’s about improvement. And done right, it’s your biggest lever for growth.

I got fired twice because I had poor soft skills. Then, I became VP at Amazon, where my job was more than 80% based on soft skills. This was possible because I stopped being an outspoken, judgmental critic of other people and improved my soft skills. Here are 4 areas you can improve: Soft skills are one of the main things I discuss with my coaching clients, as they are often the barrier between being a competent manager and being ready to be a true executive. Technical skills are important, but soft skills are the deciding factor between executive candidates a lot more than technical skills are. Four “soft skill” areas in which we can constantly improve are: 1) Storytelling skills Jeff Bezos said, “You can have the best technology, you can have the best business model, but if the storytelling isn’t amazing, it won’t matter.” The same is true for you as a leader. You can have the best skills or best ideas, but if you can’t communicate through powerful storytelling, no one will pay attention. 2) Writing Writing is the foundation of clear communication and clear thinking. It is the main tool for demonstrating your thinking and influencing others. The way you write will impact your influence, and therefore will impact your opportunities to grow as a leader. 3) Executive Presence Executive presence is your ability to present as someone who should be taken seriously. This includes your ability to speak, to act under pressure, and to relate to your team informally, but it goes far beyond any individual skill. Improving executive presence requires consistently evaluating where we have space to grow in our image as leaders and then addressing it. 4) Public Speaking As a leader, public speaking is inevitable. In order the get the support you need to become an executive, you must inspire confidence in your abilities and ideas through the way you speak to large, important groups of people. No one wants to give more responsibility to someone who looks uncomfortable with the amount they already have. I am writing about these 4 areas because today’s newsletter is centered around how exactly to improve these soft skills. The newsletter comes from member questions in our Level Up Newsletter community, and I answer each of them at length. I'm joined in the newsletter by my good friend, Richard Hua, a world class expert in emotional intelligence (EQ). Rich created a program at Amazon that has taught EQ to more than 500,000 people! The 4 specific questions I answer are: 1. “How do I improve my storytelling skills?” 2. “What resources or tools would you recommend to get better in writing?” 3. “What are the top 3 ways to improve my executive presence?” 4. “I am uncomfortable talking in front of large crowds and unknown people, but as I move up, I need to do this more. How do I get comfortable with this?” See the newsletter here: https://lnkd.in/gg6JXqF4 How have you improved your soft skills?