https://upload.wikimedia.org/wikipedia/commons/6/61/Balance_justice.png A common question from research students, when the first self-indulgent spell of reading begins to weary them, is "When will I know I have read enough?" My answer usually is, "You’ll know!" This might not seem very helpful, but it is certainly accurate. The students start off with a few key articles, then extend their reading list by following up interesting-looking references cited in these early papers, and then systematically search for relevant new articles using Google Scholar, online library search-engines, and journals with promising titles. Eventually, the circle begins to close, and most of the helpful articles being discovered are those that have already been mentioned (and read) in earlier articles. Within the broad area of the chosen research topic, the student will have identified a high percentage of the most relevant journal articles and books that will be needed to give a comprehensive description of the highs and lows of this research topic. But the question will still be asked, "Is this enough?" There are several answers to this. At its simplest, it is never enough. There will always be the possibility of missing important articles, either because they have been published in less well-known journals, or because they are older than a cut-off date (this is more important for fast-moving research areas), or simply because the keywords, meta-tagging, or article titles simply fail to attract the researchers attention. So, if we accept that it is difficult to list 100% of the relevant literature on a particular research topic, the supervisor can encourage the research student to do two important things. Firstly, to establish a clearer focus for their research by using their now-extensive knowledge of the relevant literature on their topic to define a tighter area of interest for further study. By now it will be obvious that the research could branch out in any number of new directions, but also obvious that this "scatter-gun" approach is less likely to be effective, in time and effort, in obtaining any meaningful answers. To solve many complex problems it is normally necessary to identify a number of problematic research questions, and then investigate them one-at-a-time. Secondly, and this is crucial, the supervisor now needs to encourage the research student to articulate their chosen research methodology, identify the best methods of gathering new data, and then make a start in gathering that data. The student can read and read and read, but at some stage they also need to jump into the unknown. There are only two common characteristics of all PhD research, regardless of the discipline or the research methods; the finished presentation (usually the dissertation) needs to be demonstrably the work of the student (students in a team need to clearly identify their own contribution), and it needs to make a contribution (however small) of original work to expand upon our understanding of the research subject. In reality, the student will continue to read and add relevant new citations right up to the moment of submission (and possibly afterwards, if the examiners require it!). However, there are also other critical tasks to attend to. The initial reading should provide a good baseline of understanding for the student to quickly move on to other stages in the research process, including writing down the literature review, deciding on data collection methods, obtaining ethical clearance, and getting down to the exciting stage of breaking new research territory.

The 70/20/10 framework is one of the most popular learning and development models used today. The framework breaks down the major avenues for which a learner acquires new job skills. According to this model, 70% of what an employee learns comes from on-the-job training, 20% from peer learning, and 10% from formal learning. Included in the video is practical advice for how you can incorporate the 70/20/10 framework in your organization, but I have summarized it below for you: 10% Formal Learning Decrease the duration of formal training to a minimum Use Formal learning to provide structured learning in a "fail safe" environment 20% Peer Learning Create incentives within the company that support and encourage collaboration Allow social learning to grow organically 70% On-the-Job Learning Provide a structure for immediate and comprehensive feedback Create relevant information that can be consumed at the moment challenges arise For those that have started incorporating the 70/20/10 framework, you would agree the list above is far from exhaustive, but it is a good guidepost for those that are just starting down this path. About the author: Nolan spends the majority of his time performing marketing research in the L&D industry to help understand the most common and pressing challenges of the industry.  He uses this information to help formulate cutting-edge learning solutions that are designed to maximize business performance and return on investment. The post Breaking Down the 70/20/10 Framework appeared first on .

One of my favorite quotes from Martin Luther King, Jr. is, "Life’s most persistent and urgent question is, ‘What are you doing for others?’" In our modern world, this isn’t just about allocating hours to volunteering. This means focusing on the overall, big picture - finding something specific outside of your individual interest.So I ask: What are you doing for others? For your team? For your overall company? For your family? For strangers? I recently hosted a vision board party, and many people shared that their goal for 2016 was to focus on giving their time and skills for the benefit of others. One couple mentioned wanting to focus on the homelessness issue in Seattle.And I know they will. Mainly because they not only identified it as a goal, but they are creating a plan to do it. Oftentimes, developing more of the plan is what is missing from goals and personal resolutions.Let’s be real. Many goals that we set in January can quickly escape us - gradually then suddenly. Another weekend can pass without making progress. Another conversation about why something didn’t happen the way you wanted.This week’s tip is to focus and develop your plan to create positive change - in your workplace and community. Choose one thing you want to focus on, big or small.What are you doing for others? What do you want to do? The post Fierce Tip of the Week: Create Positive Change appeared first on Fierce, Inc..

It is the end of the era of pushing the "one size fits all" experience in the workplace. Employees expect a degree of flexibility and customization, whether that entails setting their own hours, working remotely, job sharing, or some other out of the box solution. While Boomers may be stereotyped to think this is an "entitled" approach to work, Boomers want the flexibility too. Hey, who could blame them?Blending life and work is more attainable than ever. And, change is hard. At Fierce, I talk with HR leaders who are working every day to give their employees what they want and need, while still upholding their organization’s responsibilities and goals. It is not an easy task. Yet, they must evolve their thinking to solve pressing work-life issues for their best and brightest.For example, take employees who seek to work fewer hours, whether for personal leave reasons or just preference. In some progressive organizations, we are seeing robust job share programs that allow employees to share shifts on the same role. Others allow a team to work extra to fill one full-time position, with upside for all of the individuals involved.Where did these ideas of job sharing start? With the employees. Employees must share in the responsibility for creating positive change for themselves and others.The one tip to create what you need is to answer the question: What one thing, if shifted, would change everything for me? Then share that with your direct manager.The goal of this exercise is to really explore what is missing from your day-to-day. I often quote Annie Dillard who said, "How we spend our days is how we spend our lives". Probably because I think it is one of the most practical ways to move your thinking about how important each day is. You are only guaranteed this present day, after all.So what is the one thing that needs to change? What would bring you more joy in your day? What would make you more productive? If you identify that your list of "needs to shift" is too great, then perhaps you need to find a new job.And to break it down, the good and the bad are the same - it is up to you to get what you want…or don’t want. The post Let’s Get Flexible: One Tip to Create What You Want at Work appeared first on Fierce, Inc..

This week’s Fierce resource was originally published on ted.com and identifies the one question everyone needs to answer in their lifetime.When was the last time you woke up really excited to go to work? Was it yesterday? A month ago? Last year? We all have a right to be passionate about the work we are doing. After all, the average American will spend over 90,000 hours at work in their lifetime. It’s time to stop making excuses and start thinking differently. In his 2011 TedTalk: How to find work you love, Scott Dinsmore shared that we can’t hope to inspire others if we aren’t inspired ourselves. And we can’t get inspired unless we know what we are looking for in our lives.So, I leave you with this last question.What is the work you can’t live without? Read the complete transcript here.The post Fierce Resource: Scott Dinsmore - How to find work you love appeared first on Fierce, Inc..

Have you recently cracked open Seth Godin’s book, What to Do When It is Your Turn [and it’s always your turn]? It’s one of my favorite coffee table books. And on top of that, when our Fierce marketing team read it, we all had so many takeaways - personally and professionally.This is one of my favorite segments: The safest dreams we experience are dreams with no hope of coming true. The dreams of superpowers, omnipotence, of immortality. The teenager who dreams of stardom but never puts in the work isn’t dreaming, he’s hiding. Superman is a safe bet, because none of us will ever have to become the Man of Steel or fly off a building. Concrete dreams, on the other hand, are based on effort and a keen sense of what is possible. Concrete dreams juxtapose the what if with the maybe, they expose us to hope and to risk at the very same time. Living with the possible takes guts.Are you living with the possible? What dreams do you have with no hopes of coming true? What about the ones you know are attainable?This week’s tip is to scour your dreams, hopes, and aspirations - find something that is possible this year, and make it happen. Yes, it is easy to live in the safe place. Dreaming of being someone else. Dreaming of living in a completely different circumstance.But it is time to move past those and be you. The world is craving you and your possible. What is it? Do tell. The post Fierce Tip of the Week: Find Your Inner Entrepreneur, Live with the Possible appeared first on Fierce, Inc..

Millennials have recently become the largest generation in the workforce. Because of it, we are seeing a shift that signals more workplace adjustments are on the horizon. The mindsets, expectations, and values of the workforce are changing. And when our external worlds change, we must too. Here are three shifts in mindset that all leaders today should take into consideration. And if you are a new millennial leader, use these to set a fierce foundation for the years to come. Shift #1 "Your job is to be right" to " Your job is to get it right" As a leader, this is a huge mindset shift with how you show up…every single day and in every conversation. If you go into conversations (whether one-on-ones or meetings) to justify and build the case for your "brilliant" ideas, then it won’t take long for others to pick up on the fact that you don’t care what they think. And soon their wonderful discretionary effort will no longer be walking into the office or in your critical projects.Your goal as a leader is to make the best possible decision for your team and organization, so that requires you to get curious and work hard to really understand the true realities that exist (even when they are competing). Be the leader who seeks to understand as opposed to the leader who wants to coerce and sway. The results you seek will follow, once you capture the hearts and minds of your team.Shift #2 "Hold people accountable" to "Hold people able" You can’t mandate accountability or "hold people accountable". As much as we wish we could, we can’t make people do the things and keep commitments they make. And yet, it is your job as a leader to understand that accountability begins with you. You being accountable in front of everybody else. You taking action, without excuses.The definition of Fierce Accountability is: A desire to take responsibility for results; a bias toward solution, action. An attitude; a personal, private, nonnegotiable choice about how to live one’s life. Your task is to create an environment where people want to show up and make that choice every day to fulfill their word, complete their goals, and get things done (on time for that matter).Shift #3 "Hire the most experienced and educated" to "Hire smart+heart" As a leader, it can be tempting to hire the person who has the most degrees and experience to help you achieve the goals you have in front of you. And the fierce practice is to hire people who have both the IQ and the EQ. This is not just a "soft claim". When you have connection at work, when you have people who are able to connect, the workplace is more engaged. When the workplace is more engaged, it is more profitable.And yes, once again, it does start with you, the leader. As our Founder and CEO, Susan Scott, says, "If you want to become a great leader, gain the capacity to connect with colleagues and customers at a deep level… or lower your aim." The ability to connect is your organization’s (and team’s) only sustainable competitive advantage. So hire the people who can be themselves, who can show up and connect with you. And model it.What do you think about these shifts? What would you suggest? The post 3 Mindset Shifts for Millennial Leaders in 2016 appeared first on Fierce, Inc..

Leadership "readiness" begs the question "for what"? If we fail to answer or over-generalize when responding, our definition of readiness lacks the necessary relevance.

The "form" of leadership follows function. Find out where (in which division or functional group) leader-ready competencies are hiding.

So our challenge for this year is to dream big and get in it for the long run. Channel Dorothy and set that audacious goal for all to see. Why are you working? Why does it matter? How will you change what isn't making your heart sing? Don't settle for a life of checking off unimportant tasks. Don't keep your head down so no one challenges your choices. Parker Palmer continues… What I really mean … is be passionate, fall madly in love with life. Be passionate about some part of the natural and/or human worlds and take risks on its behalf, no matter how vulnerable they make you. No one ever died saying, "I’m sure glad for the self-centered, self-serving and self-protective life I lived. Take on big jobs worth doing — jobs like the spread of love, peace, and justice. That means refusing to be seduced by our cultural obsession with being effective as measured by short-term results. We all want our work to make a difference — but if we take on the big jobs and our only measure of success is next quarter’s bottom line, we’ll end up disappointed, dropping out, and in despair."To do this will require us to accept that chaos means we will tack like a sailboat through the important work in our lives. It is not a straight line to our calling and the wind is not always beneath our wings. We will have great joy and success because we could dream it.