Training & Development

Most people are taught how to be high performers. But too few are taught how to perform in a team. And that’s a problem, because in most roles, you’re not an individual contributor. You’re part of a larger entity, working with others to build something. Yet, I see founders spend hours refining their product or systems,  But don't devote time to team development. At HomeServe, I approached team performance with purpose,  And it was one of the best decisions I made. Here are 7 tools I’ve used (and still use) to build high-performing teams,  Based on real lessons from building a £4.1bn business: 1️⃣ Start With Why (Simon Sinek) ↳ Before you focus on what or how...get clear on why. WHAT – The product you sell or the service you provide HOW – What makes you different WHY – Your deeper purpose or belief Every great team needs a reason to get out of bed in the morning. 2️⃣ The 70-20-10 Rule (McCall, Lombardo & Eichinger) ↳ How people actually learn on the job: 70% from challenging experiences 20% from coaching and mentoring 10% from formal training Most teams over-invest in training, and under-invest in real development. I'm amazed at how few founders or CEOs have a coach or mentor. 3️⃣ The Trust Triangle (Frances Frei, Harvard) ↳ Trust isn’t built with perks. It’s earned in three ways: Authenticity – Are you real? Logic – Do your decisions make sense? Empathy – Do you care? Without trust, you can’t build speed or loyalty. 4️⃣ The 5 Stages of Team Development (Tuckman Model) 1. Forming – Team gets together 2. Storming – Conflicts surface 3. Norming – Ground rules form 4. Performing – Results roll in 5. Adjourning – Project ends or evolves Don't panic during ‘storming’. It’s necessary friction. 5️⃣ The Johari Window (Luft & Ingham) ↳ Self-awareness is a team sport. Open – You know, they know Hidden – You know, they don’t Blind Spot – They know, you don’t Unknown – No one knows (yet) This helps surface feedback, build confidence, and avoid surprises. 6️⃣ The Energy/Impact Matrix (Inspired by McKinsey) ↳ Map every team member’s impact vs. energy. Use it to: Make smart hiring/firing decisions Spot burnout early Retain high performers High-performing teams don’t tolerate drift. 7️⃣ The RAPID Decision-Making Model (Bain & Company) ↳ High-performing teams make fast, clear decisions. Recommend – Suggest the course of action Agree – Those who must sign off Perform – Executes the decision Input – Provides relevant facts or opinions Decide – Final decision-maker This clears up delays, dropped balls, and blame. Building a great team is about building an environment where talent can actually thrive. I go deeper into team-building in my new book. Order it today: https://lnkd.in/eRYDKXdT ♻️ Repost if you believe team performance should be built, not assumed. And for more on how I scaled teams to build a £4.1bn business, Follow me Richard Harpin.

Even though I’m a much better Python than JavaScript developer, with AI assistance, I’ve been writing a lot of JavaScript code recently. AI-assisted coding, including vibe coding, is making specific programming languages less important, even though learning one is still helpful to make sure you understand the key concepts. This is helping many developers write code in languages we’re not familiar with, which lets us get code working in many more contexts! My background is in machine learning engineering and back-end development, but AI-assisted coding is making it easy for me to build front-end systems (the part of a website or app that users interact with) using JavaScript (JS) or TypeScript (TS), languages that I am weak in. Generative AI is making syntax less important, so we can all simultaneously be Python, JS, TS, C++, Java, and even Cobol developers. Perhaps one day, instead of being “Python developers" or “C++ developers,” many more of us will just be “developers”! But understanding the concepts behind different languages is still important. That’s why learning at least one language like Python still offers a great foundation for prompting LLMs to generate code in Python and other languages. If you move from one programming language to another that carries out similar tasks but with different syntax — say, from JS to TS, or C++ to Java, or Rust to Go — once you’ve learned the first set of concepts, you’ll know a lot of the concepts needed to prompt an LLM to code in the second language. (Although TensorFlow and PyTorch are not programming languages, learning the concepts of deep learning behind TensorFlow will also make it much easier to get an LLM to write PyTorch code for you, and vice versa!) In addition, you’ll be able to understand much of the generated code (perhaps with a little LLM assistance). Different programming languages reflect different views of how to organize computation, and understanding the concepts is still important. For example, someone who does not understand arrays, dictionaries, caches, and memory will be less effective at getting an LLM to write code in most languages. Similarly, a Python developer who moves toward doing more front-end programming with JS would benefit from learning the concepts behind front-end systems. For example, if you want an LLM to build a front end using the React framework, it will benefit you to understand how React breaks front ends into reusable UI components, and how it updates the DOM data structure that determines what web pages look like. This lets you prompt the LLM much more precisely, and helps you understand how to fix issues if something goes wrong. Similarly, if you want an LLM to help you write code in CUDA or ROCm, it helps to understand how GPUs organize compute and memory. [Reached length limit; full text: https://lnkd.in/dS_buaTu ]

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.

I hear a lot of requests for “snackable” content, and I plead with you: please stop asking for this 🙏 It implies that you want a quippy little clip because your audience can’t pay attention long enough to actually consume anything meaningful. In reality, most teams actually want a variety of asset types, some of which are also quite long (ie: turn this 45-minute webinar into a downloadable written PDF usually results in a 5+ page written asset). What you really want is MODULAR content 🙌 Modular content allows you to break a pillar asset apart and/or put shorter assets together. It allows you to pair content at different depths, different lengths, different types, and in different channels. If you’ve got a LEGO kit, you don’t only want the small LEGOs, you want alllllll the LEGOs. Modular > Snackable #MarketingStrategy #ContentStrategy #ThoughtLeadership #SocialMedia

As a junior lawyer, I got copied into client email threads and didn’t know what I should do besides waiting to be delegated tasks. Here are 5 things that I’ve learned to do to be more involved: 1️⃣ Project management Extract actions and proposed due dates from client correspondence. Bonus points if you have a project tracker that you can continually update. “Hi Jane, I’ve read through the 6 emails sent by [client] today and set out the action items below. I’ll keep updating this list as the day goes on.” 2️⃣ File management Save all correspondence and documents to the client / matter file. “Hi Jane, just letting you know I’ve saved these documents to [system]. Attached is the link to the [document] if you’d like to review it now.” 3️⃣ Offer to do the first draft of the document / task / email response “Hi Jane, [client] has asked us to amend the contract to reflect the agreed issues list by Friday (4 August). I can prepare a first draft for your review by Thursday morning if you’d like.” 4️⃣ Get familiar with the client Take note of their communication style, key contacts, approvals process, concerns, business drivers, preferred forms of documents, billing procedures, upload portals etc. Being aware of these things helps with providing a better personalised legal service. 5️⃣ Handle routine inquiries Simple and routine inquiries from clients can be handled by junior lawyers, freeing up the senior lawyer's time for more complex and strategic matters. Check with your supervisor about the types of things they would like you to handle. For those tasks, if not you’re not sure about your response, prepare a draft email for their review. “Hi Jane, I’ve prepared a draft response to [client] below but was not 100% sure about a few things. I’ve flagged my questions and proposed responses but would appreciate it if you could run your eye over it before we send it out.” Are these things that you do? Anything else you’d add? ------------- Btw, if you're a junior lawyer looking for practical career advice - check out the free how-to guides on my website. You can also stay updated by sending a connection / follow. #lawyers #lawstudents #legalprofession #lawschool

Basics of Cybersecurity: What Every Tech Professional Must Know Today In our world, cybersecurity knowledge isn't optional anymore. Let me share some actual numbers and practical insights that matter to every Tech professional: The Big Three Threats You Need to Know: 1. Phishing attacks cause 90% of all data breaches. These aren't just spam emails - they're sophisticated scams that can fool even experienced users. The fix? Strong email filters and two-factor authentication are your best defense. 2. Ransomware isn't just about paying ransom - companies lose millions in downtime alone. Regular backups and solid recovery plans are essential, not optional. 3. DDoS attacks can shut down your entire business in minutes. Cloud-based protection and load balancing aren't fancy extras - they're basic necessities. What has really worked in 2024: - End-to-end encryption for all sensitive data - Regular security training for all staff (not just IT) - Automated threat detection tools - Continuous system monitoring The Truth: Most successful attacks exploit basic security gaps. Good security isn't about complex solutions - it's about getting the fundamentals right every single day.

If you are a leader or practitioner of #diversity, #equity, or #inclusion, do you facilitate activities, or do you create impact? They're not the same thing. In conversation after conversation I've had with DEI teams in the last few months, a common theme is anxiety in the face of change. The language they've spent years using is being forced to change. The activities they've made into their bread and butter are being suspended or forced to adapt. Newer or less mature DEI teams tend to see their activities and their impact as one and the same. They reason that, if they provide event programming and support employee networks, their impact on the organization must be "event programming existing" and "employee networks feeling supported." In the face of change, they grieve not only the loss of the status quo, but the perceived loss of all impact they could make. More established or mature DEI teams see their activities as a means to achieve their desired impact. They're able to identify problems in the organization that need solving and develop activities that best utilize their resources to solve these problems. They reason that, because the organization fails to adequately create belonging for all of its employees due to inconsistent manager support and a company culture that doesn't value people, they can solve the problem by increasing managerial consistency and creating a more people-centric culture. In the face of change, they grieve the loss of their activities—but can quickly pivot to new ones that achieve the same goals. We can learn a lot from these teams. If you want to sustain your impact even through disruptions to your team's typical operations, you can start by doing the following: 🎯 Define the problem you're working to solve, in context. Data, both qualitative and quantitative, ensures that you can identify the biggest gaps in your organization's commitment to its values, understand what areas DON'T need fixing so you can conserve your effort, and can start strategizing about how to solve root causes. 🎯 Pull out the biggest contributors to unfairness and exclusion. It's one thing if a manager in Sales communicates disrespectfully. It's another thing altogether if the culture of the entire Sales team glorifies disrespect. Understanding the scale of the issues we face can help us prioritize solving the biggest issues affecting everyone, rather than chasing symptoms. 🎯 Design interventions, not activities. Too many practitioners create an initiative because that's what they've been asked to do. Think of them instead as interventions: carefully-designed attempts to shift the status quo from Point A to a more inclusive, more fair Point B, by solving real problems that hold your organization back. The more we shift our work toward real impact, the more effective we'll be—regardless of the sociopolitical climate, regardless of backlash. Let's hone our focus.

In the Navy SEALs, one of the first things we do when we get inserted on an operation is called a SLLS (pronounced “SILS”). It's short for Stop, Look, Listen, Smell. It's our way of getting our bearings on the ground before moving forward with a mission. Stop: Take a moment to pause and assess the situation. In business, this means taking a step back to review your goals, challenges, and opportunities before diving into action. Ever heard the saying "don't just do something, stand there?" (yes, I wrote it that way on purpose!) Well, there's wisdom in that! Look: Observe your surroundings and gather critical information. In the corporate world, this translates to understanding the market landscape, analyzing competitor strategies, and identifying key trends. Keep your eyes open—you might spot something everyone else missed. Listen: Pay attention to the sounds around you. For leaders, this means actively listening to your team, customers, and stakeholders. You know what they say: you've got two ears and one mouth for a reason. Smell: Use your senses to detect any potential threats or opportunities. In business, this involves being aware of subtle changes in the industry, staying attuned to the company culture, and recognizing early signs of both risks and opportunities. Think of it as your business's spidey sense. Applying SLLS in business ensures you’re not rushing blindly into decisions. It equips you with the situational awareness needed to navigate complex environments and make informed choices. So next time you're planning a new strategy, launching a product, or managing a team, remember to Stop, Look, Listen, and Smell. Trust me, a little bit of mindfulness can lead to a whole lot of success.

3 months ago, a CEO called me: "Our sales team isn't hitting numbers. We need better salespeople." I asked to see their CRM data before they fired anyone. What I found shocked them: → Their top performers were closing at 22% → Their "underperformers" were at 7% Seems obvious who to keep, right? But then I looked at their sales ACTIVITIES: The "underperformers" were making - 3X more calls, - sending 2X more emails, - and booking 40% more meetings. The problem wasn't the salespeople. It was the sales PROCESS. The top performers had: - Better territories - Legacy accounts - Easier products - More support The company was about to fire their hungriest, most active salespeople because of how they'd structured their sales operation. Within 60 days of fixing their: - Territory design - Lead distribution - Product packaging - Sales enablement resources The "underperformers" increased close rates to 20% while maintaining their high activity levels. Revenue jumped 134%. As a sales growth consultant, I've seen this pattern repeatedly: Companies blame salespeople when the real problem is how the sales function is built. Your team can't outwork a broken sales system. Look at your bottom performers: If they're putting in the work but not getting results, don't fire them. Fix what's standing in their way. The fastest path to sales growth isn't hiring "better" people. It's removing the barriers preventing your current team from succeeding. P.S. If you need help with your sales, send me a message

In 1969, two researchers gave more than one thousand kids the same test NASA uses to measure creativity. What they found was shocking. It didn’t just reveal how creativity works — it showed how we lose it. 🧵 George Land and Beth Jarman started with an unusual test: They gave a group of 5-year-olds a creativity assessment designed to measure problem-solving and imagination — the same test NASA used to identify superstar scientists and engineers. The results? 98% of the 5-year-olds scored at the “highly creative” level. These were the creative geniuses NASA needed.. Then Land and Jarman asked a bigger question: What happens to this creativity over time? So they followed up. At age 10, only 30% of the same kids scored as creative “geniuses.” At age 15, that portion dropped to 12%. Eventually, they tested adults. Only 2% scored in the “highly creative” range. From 98% to 2%. What happened? Land blamed one major factor: the way we educate. He argued that uncreative thinking isn’t natural — it’s learned. Over time, we’re trained to converge and comply instead of imagine and invent. To memorize instead of innovate. The takeaway? Creativity isn’t something we lose. It’s something we unlearn. And that means we can relearn it, too. The challenge isn’t talent. It’s permission. To ask “what if…” To think in questions, not just answers. To treat curiosity as a skill — not a distraction. Creativity isn’t rare. It’s buried. If 98% of 5-year-olds are creative geniuses, maybe we don’t need to teach creativity. We just need to stop teaching it out of people.