Earlier this week, I shared some ideas about engaging with more L&D peers to support our mission to revolutionise the industry (email titled “The Trojan Horse Part 1”).

Taken from the last email:

So, if the value proposition of “slow, sustainable improvement” isn’t floating enough boats, how else should I lead?

You may remember I recently started writing about a concept called "the performance ecosystem”. And whilst I have yet to try this out on a client, I have seen results after using this in my own life — it has significantly improved my performance.

And so, I’m confident this will work in the lives of others too.

However, a “performance ecosystem” is almost as strategic as "root cause analysis" (which is essentially what I believe L&D needs to master if we're actually going to start solving real business problems).

And so, whilst I’m giddy about mastering each and sharing my learnings with others, I’m still missing a hook.

How do I entice L&D professionals to hand over their precious attention when I’m selling something so abstract?

Well, let me share where my head’s at. If "people come for the tactics and stay for the strategy”, I clearly need to get more tactical. If I were to divide the “performance ecosystem” into its components, one of the most fundamental features is checklists.

So, maybe I become the checklist guy?

Of course, that sounds as dull as dishwater (not to mention my ego is raging because "I can do so much more than that!").

But the checklists that feature within a cutting-edge performance ecosystem are no ordinary checklists. They’re super-checklists. They laugh in the face of regular checklists.

So, what, pray tell, is a "super checklist"?

I’ll be back.

Yours,
- Ant