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Read about the people, and the people behind the people, who create, deliver, and keep the wheels turning, for our experiential multi-sensory learning interventions!

The Learn To Lead team is an energetic and dynamic group of people passionate about providing a top-quality training experience that makes a lasting and uplifting difference to the people we train, (and a lasting and uplifting difference to each other!)

 See what they have to say about themselves and their role at Learn to Lead:
  FionaFiona (Fin)  heads up the Learn to Lead team and is the creative spark behind our programmes and game development and facilitation.  She is inspired by many practices including Nancy Kline's Thinking Environment, Dialogue practice, Creative idea generation, drama, improvisation, movement, free drawing, Visionquest, wilderness and outdoor facilitation.  She has an adventuring spirit and enjoys canoeing, cycling and running.  Fiona is passionate about developing young leaders and volunteers at Tsiba College of education as a mentor and serves on the Ons Plek Board.  She has a secret love for delicious cappuccinos and good books...or daydreaming.
  
 
Kate is our sales director at Learn to Lead. She is also passionate   about facilitating but has put that on ice while she dedicates her afternoons to being mom. Kate just loves dealing with Learn to Lead’s fantastic clients and is also passionate about the business of business. She loves nothing better than tailoring a solution that really meets her client’s needs.
Kate started life as a Speech Therapist and in 1998 she joined Voice Excellence where the corporate and speech therapy worlds met. She started the Voice Excellence Cape Town branch which she ran for two years and then joined KnoVation. Here she specialized in call centre training. In 2003 Kate did a full time MBA during which time she did her thesis on the value of experiential learning. Her research showed that experiential learning dramatically improved retention or theory and behaviour change back in the work place. Hence in 2004 Learn to Lead was born, specializing in experiential learning. Wow, has it been a journey of discovery, heart-ache, huge highs, lots of change and never a dull moment.
When Kate is not at Learn to Lead she spends her time incorporating old hobbies with her new daughter. Hence Mila is well traveled as a cyclist, a hiker and a visitor of friends for tea. She is married and lives in the wonderful republic of Hout Bay.
  
 Adam is the latest addition to the Learn to Lead management team and with him brings a huge amount of enthusiasm and passion for the training industry as a whole, but more specifically for Learn to Lead’s very important role in it. Adam holds a Business Science degree from UCT, majoring in Organisational Psychology and Human Resources. Since graduating in 1998, he has worked as an HR Manager, Training Performance Consultant, and facilitator in the corporate sector in the UK, Europe and South Africa.

Adam has a love of travel, culture and  the outdoors, and, while possibly more sensible these days, spent 7 months in 2005 cycling through Europe and Africa with a tent and a guitar raising funds for an AIDS charity (and seeing how many dirt roads are out there), finally settling in Cape Town.

 Lindsay was a director of Learn to Lead for four years, and is currently an associate trainer. She has been in management longer than she cares to remember, mostly with De Beers, where she ended up as HR Manager. 
During her years in management, she’s seen many fads come and go, from Total Quality and Green Areas through Management by Objectives to Management by Walking Around. She knows that management is as delicate a balancing act as is parenting – focus on the people, but ensure the job gets done; be approachable but not over-friendly; have an open-door policy but organise your time efficiently; be empathetic to employees but loyal to the company. She knows that managers are all too often the ham in the sandwich between demanding bosses and resistant employees. She knows managers are acquiring ever-increasing spans of control, and are constantly being exhorted to do more with less, to work smarter, to lift their game.
And yet she knows also that management is one of the most satisfying jobs there is – to be told by your employee that “You were my role model – I admired you and you had a major influence on my life” or to hear that “You have made real difference to this company” makes it all worthwhile. She also knows that management is endlessly fascinating in its complexity, that there is always a better way of doing things, always a new challenge. And finally, she knows that, if you can manage in South Africa’s complex society, you can manage anywhere in the world.
The reason she loves working with Learn to Lead is that it gives her a chance to explore these complexities with hands-on managers, to discuss their practical challenges in the ever-changing workplace, and to work together in the task of building a vibrant South Africa that is a great country to live in.

 

  
 Deidre is our administrator. She sees to all the administrative tasks, and is plays a critical role in training support. She has a bubbly personality, and it is her cheerful voice that you will often hear on the other side of the phone. If she's not busy with the administration of the office then she's actively involved in the church where she assists with the orphans and youth.
  

Matthew joined the Learn to Lead team in January 2010.  Matthew is energized by overcoming marketing obstacles as he continues to ensure our products receive the best representation in the market in Johannesburg. His entrepreneurial background and formal training in commerce has given him the skills needed for planning, pricing, and distribution of our services. He is a natural “peoples person” and has built solid partnerships and key alliances with large blue chip companies.  When he’s not building relationships with clients, he puts in a bit of training for events like the Two Oceans Ultra which he plans to do this year.


 

  
About the company 

Learn to Lead is a young, dynamic training company founded in 2004 by two sisters.   
Our experiential learning solutions are customised specifically for your individual situation
We are
• A bold, creative and diverse team.
• An accredited organization (SETA number 1957), with accredited assessors.
• Black Empowered (level 4 contributor)

The Learn to Lead directors are supported by a diverse and creative group of trainers and developers
The directors of Learn to Lead are Adam Thomas, Kate Blaine and Fiona Ross

 

                       

Feature article: Happier people make things happen


(article adapted from Tracy Tagliati, The Thiagi Group)


Happy, satisfied people are more successful and more open to new experiences.  So if you want to develop smart, open-minded and creative people, you could start by increasing their happiness.  Increase your happiness with one of 10 happiness–generating activities.

Happy people are more successful.  Research shows a high correlation between happiness and desirable results in such areas as sociability, energy, charitable behavior, cooperation, popularity, getting married, staying married, networking, friendship, social support, flexibility, productivity, effective leadership, effective negotiation skills, resiliency, immune systems, health, and longer life.

Barbara Fredrickson (2005) and others have demonstrated that increasing happiness results in a person’s ability to make more effective use of intellectual, physical, and social resources. Happiness makes your mind more expansive, tolerant, and creative. It makes you more open to new ideas and new experiences.


So if you want to develop smart, open-minded, and creative people, you may want to begin by increasing their happiness.


What Exactly Is Happiness?


The thesaurus has a confusing array of synonyms for happiness:  bliss, cheerfulness, contentment,  enjoyment, euphoria, gladness, mirth, nirvana and zest. The wide range of definitions of these words do not help us get a clear understanding of what happiness is all about. To add to this confusion, until recently psychologists preferred to avoid happiness in favor of more politically acceptable terms such as  quality of life and life satisfaction.

We prefer Tal Ben Shahar’s definition of happiness as the overall experience of pleasure and meaning. In this definition, pleasure refers to the present benefit of enjoyment while meaning refers to the future benefit of purpose.

Martin Seligman goes a step further and identifies three time-based elements of happiness:

  • Satisfaction, contentment, pride, and serenity related to one’s past
  • Bodily pleasures and being engaged in activities that we like related to the present
  • Optimism, hope, confidence, trust, and faith related to the future

Can We Really Increase Our Happiness?


Before we explore happiness activities, let us ask a prior question: Can we increase our level of happiness?

Currently, there is general acceptance among researchers of the conclusion by Sonja Lyubomisrsky who hypothesize that a person’s happiness level is governed by three major factors:

  • a genetically determined set point for happiness
  • circumstantial factors
  • voluntary activities and practices

First, the bad news: There is strong evidence (primarily from studies of identical twins separated at birth) that the tendency toward experiencing happiness is a inherited characteristic. Sonja Lyubomisrsky suggests that this hereditary factor (labeled as happiness set point) may account for as much as 50 percent of our capacity to experience happiness. This is why people who are elated after winning a lottery or depressed after suffering from a paraplegic injury return to their set point levels of happiness a few months after the incident.


More bad news: Most circumstances that surround your life do not affect your level of happiness. As conventional wisdom suggests, money cannot buy happiness. Christopher Peterson points out that there is no correlation between happiness and such circumstantial factors as age, gender, education, social class, income, having children, intelligence, or physical attractiveness. There is only a moderate connection between happiness and other circumstantial factors such as number of friends, being married, religiousness, leisure activities, physical health, and extraversion. Sonja Lyubomisrsky estimates that these factors contribute to only about 10 percent of our capacity for happiness.


Here is the good news: After accounting for the 50 percent impact of the hereditary set point and 10 percent for life circumstances, there is still about 40 percent of our capacity to experience happiness that is still under the control of our voluntary activities and thoughts. This is where happiness activities enter the picture. Based on the practices of philosophical and religious sages through the ages and modern experimental research by positive psychologists, these activities have been shown to directly affect our capacity to experience happiness.

Happiness Activities


Here are brief summaries of 10 happiness activities, all of which have been experimentally validated. These activities are primarily based on the books and reports of Sonja Lyubomirski, Christopher Peterson, Marin Seligman, and Tal Ben Shahar:


1. Best Possible Selves

This is an exercise for increasing your optimism. Think about and visualize what you will be doing and what you would have accomplished one year, five years, and ten years from now. Write down details of these fantasies to capture positive pictures of your best future. Repeat this activity once every month.


2. Comparing Fun and Philanthropy

Think of fun activities that you would enjoy (such as eating ice cream or playing card games with friends). Select one of these activities. Now think of activities that would be helpful to others (such as volunteering to baby sit for your neighbor or picking up trash in a playground). Select one of these activities and set aside two days for performing them. On the first day, flip a coin to select whether you would do the fun activity or the philanthropic activity. Do the other activity on the next day. After completing both activities, think of your reactions: how you felt during and after completing each type of activity.


3. Gift of Time


Give someone a gift of the most valuable asset you have: your time. Spend time for your friend and with your friend. Do not keep track of how much time you are spending. Do not tell your friend that you are spending time with him or her. Spend as much time as needed to create an impact.

4. Gratitude Letter


Think of different people in your life (such as your teachers and childhood friends) who have helped you. Write a gratitude letter to a one of these people. Don’t make this a short thank-you note, but create a heartfelt outpouring of your gratitude for the different ways in which this person has helped you. Be specific in identifying what this person did for you and how you benefitted from these acts of kindness. Have a meeting with this person and read the letter. Or read the letter over the telephone. If this is not possible, mail the letter to the person. Repeat this activity for a different person each month.

5. Gratitude Journal


At the end of each day, identify three good things that happened to you. Jot down these things (for which you are grateful) in a daily journal. Make this a ritual before going to sleep at the end of each day.


6. Hardship Debrief

Think of a crisis that you faced or a loss that you endured. Write down details of this incident, including all things that caused you pain and suffering. Without disregarding or downplaying the painful aspects of this incident, think of some positive outcomes. Consider how this crisis made you stronger, more resilient, and more appreciative of other things in your life. Think of the new doors that have opened when some door closed on you during this crisis.


7. Have a Good Day

Take this usually mindless remark seriously. For the next two weeks (or the next month), rate how good each day was. Identify patterns among your good days and discover the factors that contributed to your positive feelings about those days. Then deliberately set about planning and achieving a great day.


8. Let Someone Else Shine


When you are working with someone else or with a team, do your best to support your partner or teammates. Without calling attention to what you are doing, help the other people take a major role in accomplishing the goal and feeling good about themselves. Be generous and genuine in publicly giving credit and praising others for their contributions.


9. Meaning, Pleasure, and Enjoyment

Make a list of activities and goals that are meaningful to you (things that increase your sense of purpose). Make another list of items that are pleasant (things that increase your enjoyment). Finally, make a list of your strengths (things you are good at). Compare these three lists and discover overlapping items. Use the information to create your Calling Specification (similar to a Job Specification). Plan to spend your work and family time incorporating various aspects of this specification.


10. Signature Strengths

Use a valid online instrument to identify your strengths. Take the free VIA (Values in Action) Survey at http://www.viastrengths.org/ and receive personalized feedback on your top five signature strengths of character (from among a list of 24 strengths). (More than a million people from around the world have taken this survey, which was developed by Seligman and Peterson.) Alternatively, buy a copy of the book, StrengthFinder 2.0 (by Tom Rath, published by the Gallup Press) and take the online assessment associated with it. Receive personalized feedback about your top five strengths (from among 34 themes). Write down your top strengths and refer to them frequently. Discovering your strengths is the first step in leading a more engaged life.


Once you have identified your signature strengths as suggested above, reflect on each one of them. Select one of your strengths and brainstorm strategies for using that strength in new and different ways. Then spend a day (or a week) maximizing the application of this strength. Repeat the process with each of your other strengths.

The end.

 

Copyright 2009 - Learn To Lead

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