Finally, a bunch of likeminded people are uniting during The Uprise Festival. And guess what, LearningSpaces are joining!  We can’t wait to meet some great start-ups like:  WebinarGeek: love webinars? Well this is a tool is for you! Created by a bunch of webinar enthusiast, what means that you will have only the best experience while learning with them. Learning Stone: if you are a trainer or a coach it is a must to check it out! Learning Stone is used in agencies, companies, and institutions by training or coaching professionals who need to support blended training or coaching.  Springest: the platform will help you to filter and compare training programmes and courses. But wait, it provides some articles and tests about training, career and personal development as well!  For all of the development and learning junkies these start-ups are a must visit! LearningSpaces at the Uprise: We will be showing how to have fun while learning and sharing knowledge between peers! Stop by and have a chat with us about integration of blended learning in your working environment

We had to wake up super early, but it was worth it. Our team wants to compliment everyone for their enthusiasm and support! After all, we were looking for some enthusiastic people who would like to start their learning community on LearningSpaces. Thank you Team Uprise for a great and colourful stand and friendly neighbours. Thanks to every one who came to have a chat with us. We got some great feedback and awesome discussions about learning for teams. Our favourite one: Does LearningSpaces work in China? To sum up today: Ripped trousers during pingpong matches: 1 Startups met: 50+ Compliments about our app's design and simplicity: more than enough to keep our design team happy New learning communities created: (a lot) # of LearningSpaces mints - too many So stop by tomorrow at our stand (we're at D9), share your ideas and thoughts on startup or corporate life. Let's make an online world better place to learn! More pictures from the Uprise: Hugo's trousers after an intense pingpong match Guys from the 5milesHQ Fun talks with German startup Incubators

Leadership can make or break your company. Most people quit their manager, not their job. To prevent this, let's talk about how awesome and useful leadership skills can be obtained. Recently I had a chat with Spencer from theTILLERY, and he shared his secret about the leadership. Milda: Hey Spencer, could you tell us a bit more about yourself? Spencer: I am a student of the ever-changing landscape of marketing & technology. I have worked in the digital marketing field for all of my professional career. I don't see that changing anytime soon. I have worked as a trusted consultant from a client list that includes large fortune 500 companies and small non-profits. Over the past few years, I joined the content marketing advocates. It's hard to argue with the success content can bring to a company. I recently took a leap of faith and started my own company that helps businesses navigate through the world of digital marketing and technology. M: I know that you worked with several big corporations, probably you noticed and learned a lot. What did you appreciate most in the leaders? S: I have had a lot of people in my life who have called themselves leaders but few have the qualities or attributes of a leader. Just because they are your boss, it does not mean they are a leader. The leaders I most admire have the following characteristics: Great Integrity Grit / Resilience Optimistic Confidence M: What kind of leadership styles did you observe? S: Depending on where you work and how many people you work with, you can come across a variety of leadership styles. Some of the leadership styles I’ve dealt with are addressed in the other questions in this interview. M: How does the working environment differ according to leadership style? S: A lot of times leaders create this environment. I would go as far as say they have a direct impact on the culture of the company or organization. If good leadership is in place, people feel safe. When people feel safe, they can do their best work. I’ve been lucky to be a part of environments with great leadership and as I continue to grow my company I want to instill these qualities in my life so that my employees feel safe and valued. If there is poor leadership, people are instilled with a sense of fear or apathy. M: At the moment you are leading your own company, what kind of challenges did you face on a path of becoming a leader? S: To be transparent, be a business owner is hard. You are worried about cash-flow, sales, treating your clients well. Overcoming these thoughts and proceeding is the biggest challenge. M: Was it difficult to choose what kind of leader you want to be? Why? S: I think I am still figuring out what kind of leader I want to be. I’ve met a lot of amazing people in my lifetime who are doing some very inspiring things. I am still learning from them and implementing their practices in my life. But to answer your question, no it isn’t hard. We all know good leadership when we see it. M: What kind of leadership changes should we expect in the next year? Why? S: I think there is a continued pressure on businesses and organizations to have great leadership in key position. My hope is that we see dynamic leaders at every level of the organisation. M: Any words of wisdom for the leaders of a future? S: I do have some words of wisdom: Invest in yourself. Investing in yourself will increase your capacity to invest into others. Also, you can’t expect others to grow if you aren’t growing yourself. Invest in others. People matter. People are some of the greatest assets you’ll ever have. Great leaders are able to pull out gifts and attributes out of people Great Leaders Cast vision. When leading people, let them know where they are headed. Set goals and have milestones in place to motivate them with what the organisation is collectively working towards. I want to thank Spencer for sharing his thoughts with the LearningSpaces crew. In the end leadership is all about all round investment while not forgetting to invest in your self-development!

Daniel: Manufacturers are the canaries in the coalmine of an enormous organizational challenge that will be coming to an industry near you very soon, if it has not already arrived. No, it is not China, 3D printers or trade policies. It is the talent pool, or lack thereof. While the "Boomer Brain Drain" is not a new idea, little is being done to stop the talent exodus that analysts predict will put organizations of all stripes and sizes at risk. Because of social and cultural factors; manufacturing is feeling this pain more acutely right now, but this trend is rapidly spreading across all sectors. Milda: I completely agree that the organisational knowledge is endangered since the "Boomer Brain Drain" is taking place right now! But more often I notice that the new generations and peers at work are trying to preserve and cherish the Baby Boomer experiences at any cost. This knowledge is a background and a part of the organisational identity. Because of this great reason the knowledge won't fade away as easily as most of us think. D: Luckily, there are many solutions that organizations can implement to begin helping successfully plan, prepare and reduce the risk of the workforce shift currently taking place. Communicate, Communicate, Communicate D: Leaders need to communicate the reality of the succession planning needs to their staffs and boards. Model open and honest communication about the dire need to develop and transfer knowledge and skills to employees following them in the talent pipeline. Encourage your board and staff to ask questions and explore the reality and potential impacts of the brain drain on your organisation. Assuming open communication is valued and being modeled in the organization, staff needs to communicate their employment plans with organizational leaders well in advance of making a move. Many "organizational learning efforts" (the new jargon for succession planning) fail because it focuses solely on the explicit skills needed to perform the job, yet the implicit aspects of the job is often what makes someone an expert. The tacit knowledge held by employees is typically the most important ingredient in their expertise. This is the knowledge that is most difficult to transfer to another person because experience provides what general directions cannot. It is the difference between learning Spanish from a book and learning it by living in Mexico. The nuances of the practical application of knowledge can be expressed, and they are nearly impossible to learn in the absence of experience, or an experienced guide. More experienced staff must begin understanding and documenting the tacit aspects of their expertise and day-to-day work. Once this knowledge is documented and understood it becomes easier to teach it to an emerging leader. M: Yet again, well said about the leaders and them communicating the reality and the plans to the boards and staff. Though it can become a drawback since it might cause a very top-down approach in the organisation. The staff will need to communicate their plans and report it to the leader it becomes very hierarchical "knowledge" exchange. Rather than looking at the knowledge transfer through a pyramid prism we should look, and transform it into a vital and lively circle of knowledge and experience sharing, where not only the staff is learning, but the team leader is expanding his knowledge field as well. It is important that during the sharing circle everyone would be treated with an equal respect since all peers are experts of their branch. Figure Out "Who Knows What" and "Who Needs to Knows What" D: Now is the time for organizations to look at their employee knowledge base and ask themselves two critical questions: Who here knows what? And, who is at risk of leaving? With these questions answered, you can begin to solve the third part of the equation: Who here needs to know what? This organizational knowledge/skill mapping makes it possible to craft a plan that will make succession planning successful. By identifying the skills contained by your employees and the employees who are leaving, you can begin to identify where the skills and knowledge at risk of leaving your organization can be transferred. This is the core of addressing a successful succession plan and stopping the brain drain. -The earlier the above questions are answered, the better chance you have of filling the talent and knowledge gaps within your organization. And, this is where the intergenerational workforce comes into play. Most often, the organizational elders are the ones retiring. These employers have invested much time, energy and money developing their senior staff, and when they retire they will take with them deep company, institutional and industry knowledge. By taking a proactive step of mapping your organization's skills you are taking the first step towards creating a path of developing your junior employees. The potential that intergenerational workplaces have is enormous. If the skills and knowledge of each subsequent generational cohort is passed down to each ensuing generation, each generation will make exponential progress. M: Knowledge mapping is a great idea, though the risk of a person leaving shouldn't bother anyone since the knowledge and expertise should, and is being shared at all time. Of course, it's a matter of organisational behaviour and identity. But most of the knowledge and rules are already there, embedded into our every day water cooler or coffee talks, the only issue with it is that no one writes the thoughts down and makes it into something material - a guy you go to when you want to learn or don't know something. Let's admit it is easier to continuously share the knowledge and plant it somewhere rather than fill the gaps afterwards. Develop a Strategic & Measurable Plan D: Once an organization’s skills and knowledge are mapped, it is time to develop a plan to move those skills and knowledge from Worker A to Worker B. There are a handful of very successful processes of transferring explicit and tacit organizational knowledge. My favorite is the Steve Trautman 3-Step Plan. Dorothy Leonard is another expert in this field. Whatever process you decide to take, make sure it is measurable and that you are tracking it constantly. Define metrics to measure bench strength, skill aptitude and risk. Today’s workplace is ever changing and managing people and knowledge is a moving target. M: Another useful tactics could be the creation of the "success team". Gather people with the different fields of expertise! Make them excited about sharing the knowledge in the organisation. With this tactics a leader will show how easy it is to contain the knowledge and start changing the organisational behaviour from the basics. In this way preventing the gap filling, and creating a knowledge sharing circle. Success measuring is all up to you. Just define everything clearly before picking the participants of the "success team". Implement, Assess and Revise D: The final step is to rinse, review and repeat. Time is ticking, so the perfect plan is not worth waiting around for. Do not let ‘perfect’ be the enemy of ‘good’. Take the resources you have and get moving! The importance of having metrics is to gauge the success of your implementation. Not to gauge your success, but as a way to see what is working and learn what is not working. Regardless of the process you took to transfer the skills and knowledge contained by your retirees, chances are it did not go as planned. Assess your plan, question your metrics, learn from the experience of your employees, revise the plan and keep going! Succession planning, or knowledge transfer, cannot be a once a decade intervention. If you are seeking a continuity of services, products and talent, it needs to be embedded in your organization’s culture. 
Peter Drucker said, "Today knowledge has power. It controls access to opportunity and advancement." The "brain drain" threatens organization’s continuity of operations, services, products, and the needed innovations that we have come to expect from our organizations. Isn’t it time for your organization to turn the coming  "Brain Drain" crisis into a springboard for future success? M: I want to thank Daniel for his thoughts, since the "Brain Drain" is a great threat to every organisation. Though the ones' who have chatty employees and peers should probably feel less endangered, since the knowledge sharing is happening verbally during the coffee breaks. The only thing that needs to be done is materialisation of the though exchange.

In my previous blog post Flexible cover images using intrinsic ratio I wrote about how to maintain the aspect ratio for cover images. In this follow-up I will explain how to enhance the user experience by using color placeholders for images while they are being loaded. When loading images it can take a while before they appear on screen. This depends on several factors like image size and available bandwidth. To bridge this gap it's nice for the user to know that the image is on its way. The most elegant approach I've seen (e.g. on Pinterest) is the use of color placeholders. In the animation below you can see how we use this in LearningSpaces. Let's break down what's happening here: First the dominant image color is applied to the element's background. We hide the image while it's being loaded. When the image is done loading we fade it in. For me the most challenging step is extracting the dominant color from the image. We'll get to that later in this post, so let's assume we've got the color we need. The most basic example (without the fade-in effect) is applying the color directly to the background of the image element using CSS: <img href="image.png" width="400px" height="200px" style="background-color: #e66b57"> Note that the image has a width and height set. Without it the image would be 0x0 pixels before it's loaded and the background-color would not be visible. Loading and Fading in the Image In the example below we apply the dominant color to a wrapping element instead of the image itself. This is because we want to show the background-color while the image is hidden and fading in. <div class="image-color" style="background-color: #e66b57"> <img href="image.png" width="400px" height="200px"> </div> The styling (using SCSS for this example) is fairly simple: .image-color { display: inline-block; img { opacity: 0; transition: opacity 0.6s ease; } &.loaded img { opacity: 1; } } We hide the img element by setting opacity: 0;. When the loaded class gets added to the .image-color wrapper the img receives opacity: 1;. To fade-in the image we apply a transition to the opacity property. Finally we need some javascript to detect when the image is loaded: $('.image-color').each(function () { var $wrapper = $(this); var img = $wrapper.find('img')[0]; var tempImg = new Image(); tempImg.src = img.src; tempImg.onload = function () { $wrapper.addClass('loaded'); }; }); In this basic example we iterate over all .image-color elements. We create a temporary new Image() in memory and set its src attribute to the src attribute of the original image. When the onload callback is fired it means the image is loaded, and we can add the loaded class. Demo (with comments). Instead of an image tag you could also use a background image. See this demo how this goes really well together with Intrinsic Ratio. Extracting the Dominant Image Color There are several ways to extract the dominant/average color of an image. You can find a bunch of online tools that do this for you or if you have Photoshop you can select Filter > Blur > Average. Another option is using the ImageMagick command-line: convert path/or/url/to/image.png -resize 1x1 txt:- But it gets a bit more complicated when you don't know what image will be served. Our goal is to display the color before the image is loaded, but extracting the color is only possible when the image is fully loaded. To get around this issue we will have to process the image server-side. For example you could extract the color whenever someone visits the page. Or even better, when the image is uploaded to the server so you can store the color in the database. I prefer the latter because this will reduce load time. I found a few ways to extract the dominant/average color in Ruby. The reason I'm listing multiple ways of doing this is that they all return different colors. Decide for yourself what gives the best result for you :) Using RMagick (Ruby bindings for ImageMagick): image = Magick::Image.read("path/to/image.png").first color = image.to_color(image.scale(1, 1).pixel_color(0, 0)) image = Magick::Image.read("path/to/image.png").first histogram = image.quantize(1, Magick::RGBColorspace).color_histogram color = image.to_color(histogram.keys.first) Using Miro (Ruby gem that extracts the dominant colors from an image): Miro.options[:method] = "histogram" # optional Miro.options[:color_count] = 1 color = Miro::DominantColors.new("path/to/image.png").to_hex.first The results for the examples above: As you can see the results diverge a lot. You could say these are not really the dominant colors, but more like an average blend. It might surprise you that we use Miro in LearningSpaces (the result on the right), but we lighten the color with 20% which gives us the best result: def lighten_color(hex_color, amount=0.2) color = hex_color.gsub('#','') rgb = hex_color.scan(/../).map(&:hex).map { |color| [(color.to_i + 255 * amount).round, 255].min } "#%02x%02x%02x" % rgb end I also found a nice javascript alternative for extracting the dominant color called color-thief. So if you need a client-side solution or if you're running Node.js this might be worth checking out. If you know other good alternatives or techniques please let me know on twitter!

Whenever I have a chat with LearningSpaces enthusiasts I receive many quite simple though interesting questions. What I’ve noticed is that some deffinitions meant different things to different people. Afterwards I’ve started questioning how different understanding of the glossary can impact the varying understanding in identity of the product. So yet again on: Who we are, what we do and what some terms means to us! Social aspects:  First thing that would pop in your mind when you think of social is Facebook, Twitter, Instagram etc. I need to admit that even though the concept of LearningSpaces was born after countless attempts of knowledge sharing through Facebook or WhatsApp (read more on Hugos’ blogpost about the birth of LearningSpaces) though it isn't what we mean by social. Social is interactive, collaborative way of learning and sharing knowledge, together as a team in one LearningSpace. Everyone posseses a certain bundle of knowledge in your team, we just make it easy to share and learn from each other. You can compare us with internal and corporate Wiki. We provide you with real time communication feed for better learning experience. What is more, we enable your collaboration on Spaces and make it fun and easy to teach and learn from each other. LearningSpaces becomes a "Guy you go to" when you don’t understand something.  Space: Within LearningSpaces you get your own team learning environment, that no one, except you, your team and people you invite can access. Everyones LearningSpace has spaces — a section on a certain topic. It’s the building block of LearningSpaces. What means that you build your learning environment from separate blocks which sums it up in your online LearningSpaces. Every Space has Chapters — material, in other worlds your knowledge divided into subtopics. Sharing: You can use LearningSpaces to its full extent when you invite your peers. They key aspect of LearningSpaces is forming a community of people who want to share their fields of expertise. You share and test people through the means of creating Spaces, Quizzes (a set of multiple-choice questions about the Space it’s added to), Assignments (an open task you can give your teammates that are reading your Space. Assignments can be in the form of a reply or as an uploaded document, videoclip or any file you like) and even combining separate Spaces into learning Paths (A bundle of Spaces on a certain topic). Fun aspect: It's not a competition, though believe me you will be recognised. The more content you share, the more peers follow your Spaces the better Reputation you have. In LearningSpaces, you can earn Reputation by following Spaces, creating Spaces and commenting. It gives you an idea of the commitment and the experience of yourself or your teammates. If you want to push it a little bit further go for Achievement. Achievements are earned by completing Paths. Achievements can be used to check whether you or your teammates have completed certain Spaces deemed important. Identity: We are a knowledge sharing platform which enables the creation of your organisational persona that knows everything! Doesn't it sound great? What is more, it's a responsive persona, since we provide you with a live communication feed on LearningSpaces. The key of making the learning experience a success is to tap into your team resources. Everyone is an expert, invite your peers and exchange ideas and expertise. Become a marketer with basic knowledge of coding or a developer who knows some sales tricks! Don't forget to have fun and raise your Reputation throughout the learning process. Interaction and communication makes everything better!

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