Jane Hoskisson's guest appearances

Jane Hoskisson

Learning & Development Stories Podcast

Your Path to Success with Ruth Kearns Wollmann

Noa & the Art of Presentation

Andy Storch

Mitch Joel

Melissa Taylor

Simon Guillebaud

Mike V

Britt Andreatta

Dan Pontefract

Adrian Bettridge

Brandon Carson

Toby Newman

Tim Mitchell

Lorraine Smith

Porter Novelli

Dana Hariton McQuade

Dave Atack

OwlTail

Welcome to Noa &amp; The Art of Presentation Ep. 6.In this episode Jane Hoskisson and Noa talk about warmth and lightness. Jane describes lessons learnt by pushing too hard, how having fun and laughing at oneself has not only freed her up, it shows more confidence.She gives a really useful insight into the use of mind mapping instead of speaker notes. I’ve started to do the same and it’s much more freeing.

Welcome to Noa &amp; The Art of Presentation Ep. 6. In this episode Jane Hoskisson and Noa talk about warmth and lightness. Jane describes lessons learnt by pushing too hard, how having fun and laughing at oneself has not only freed her up, it shows more confidence.She gives a really useful insight into the use of mind mapping instead of speaker notes. I’ve started to do the same and it’s much more freeing.

Noa & Jane Hoskisson

Jane Hoskisson, Director of Learning and Development for IATA is a wonderful example of someone who leads with authenticity and authority. She is genuinely warm and she is courageous in showing up to reality both in herself as a leader and in her industry to drive change for good.  She says of herself: "The red thread throughout my career seems to be working in traditionally male-dominated industries. I've worked in Tobacco, Oil, Pharma, and now Aviation. All of them have challenges around sustainability and diversity, and as a protagonist for both, I have always felt it is better to be on the inside driving change." In this interview we talk about her leadership journey as a female in male-dominated industries, about driving change in gender diversity and inclusion, and the impact of how we respond to the “can’ts” in our lives.

Jane Hoskisson, Director of Learning and Development for IATA is a wonderful example of someone who leads with authenticity and authority. She is genuinely warm and she is courageous in showing up to reality both in herself as a leader and in her industry to drive change for good.  She says of herself: "The red thread throughout my career seems to be working in traditionally male-dominated industries. I've worked in Tobacco, Oil, Pharma, and now Aviation. All of them have challenges around sustainability and diversity, and as a protagonist for both, I have always felt it is better to be on the inside driving change." In this interview we talk about her leadership journey as a female in male-dominated industries, about driving change in gender diversity and inclusion, and the impact of how we respond to the “can’ts” in our lives.

Jane Hoskisson on how the “can’ts” in our lives shape us as leaders

If you are looking for inspiration on how L&amp;D activities can foster innovation in an organization, then you will thoroughly enjoy episode 4 of the Learning and Development Stories podcast. Jane Hoskisson, Director of Learning &amp; Development at the International Air Transport Association (IATA), shares how her organization is driving innovation through a program that is being rolled out to some 1,500 employees in some degree. After programmatic activity that takes employees through the design thinking sequence, the teams come back and present to stakeholders who make assessments about the viability of the project.  LINKING LEARNING TO BUSINESS STRATEGY In formulating a strategy, Hoskisson convened people from across the business into L&amp;D steering groups to identify the skills needed for the organization. "We were able to design what we needed for the organization in order to upskill so that we actually built learning that employees needed and that is relevant to real business problems." EMPLOYEE ENGAGMENT Hoskisson notes that employees want to engage in work that is purposeful and brings fulfillment. “Learning can play an important role because if you invest in people you are telling them you are important to us and we want to develop you. You give them purpose – you are giving them learning that will help them be more successful at their job. We are lucky because we are a trade association representing an amazing industry so it is easy to say 'I can see how I add value to my organization but the wider world as well.’” COMMUNICATIONS TACTICS On the topic of communications, Hoskisson explains: “The more I am in L&amp;D, the more I see it is about communications and marketing. Yes it is about learning design and yes it is about equipping people. But there is no point in putting together great programs if people don’t understand why you are doing them. We invested lots of money last year working closely with people who are skilled in marketing in branding. We thought it was important. People need to see a story about how learning links together and is relevant in the day-to-day. It can’t be abstract.” Hoskisson makes it a point to link learning to organizational values. One value at IATA is the simple human touch. Hoskisson tries to incorporate this into programs by keeping it simple and making it meaningful at the individual level. She also points out the link between communications in impactful learning experiences. “The better you can make training for people, the more participants will tell stories for you.” KNOWLEDGE TRANSFER As a knowledge organization, Hoskisson believes that it is important for her team to instill knowledge awakening. “It is less about knowledge transfer but awakening people’s mind on how to apply learning in every day jobs. It is our job to create conditions for people to understand and apply this in a context that works for them.” MISTAKES It can be difficult to pull the plug on a program that isn’t driving the intended change. This is one mistake that Hoskisson noted from her personal experience. She inherited a program that had been in existence for 20 years and she didn’t have a good feeling about it. Many in the business were involved in sharing their knowledge, so it was even more difficult to terminate the program. But she noted that she had waited too long. She tries to avoid this from happening in the future by constantly reviewing the performance of programs. It is important to bring a “critical eye without being jaded.” RESOURCES Hoskisson notes curiosity as an invaluable resource. “If you are not curious, you are a disservice to your business. You need to know what is down the line in the business.” A powerful example of the power of curiosity happened recently when a colleague’s 15 year old son came to work for a week of experience. He asked lots of thought provoking questions that the team hadn’t been considering. For ongoing learning, Hoskisson recommends resources from Brené Brown and content on Tech Crunch. She also draws upon mentors in the learning space who provides inspirational thoughts.

If you are looking for inspiration on how L&amp;D activities can foster innovation in an organization, then you will thoroughly enjoy episode 4 of the Learning and Development Stories podcast. Jane Hoskisson, Director of Learning &amp; Development at the International Air Transport Association (IATA), shares how her organization is driving innovation through a program that is being rolled out to some 1,500 employees in some degree. After programmatic activity that takes employees through the design thinking sequence, the teams come back and present to stakeholders who make assessments about the viability of the project.  LINKING LEARNING TO BUSINESS STRATEGY In formulating a strategy, Hoskisson convened people from across the business into L&amp;D steering groups to identify the skills needed for the organization. "We were able to design what we needed for the organization in order to upskill so that we actually built learning that employees needed and that is relevant to real business problems." EMPLOYEE ENGAGMENT Hoskisson notes that employees want to engage in work that is purposeful and brings fulfillment. “Learning can play an important role because if you invest in people you are telling them you are important to us and we want to develop you. You give them purpose – you are giving them learning that will help them be more successful at their job. We are lucky because we are a trade association representing an amazing industry so it is easy to say 'I can see how I add value to my organization but the wider world as well.’” COMMUNICATIONS TACTICS On the topic of communications, Hoskisson explains: “The more I am in L&amp;D, the more I see it is about communications and marketing. Yes it is about learning design and yes it is about equipping people. But there is no point in putting together great programs if people don’t understand why you are doing them. We invested lots of money last year working closely with people who are skilled in marketing in branding. We thought it was important. People need to see a story about how learning links together and is relevant in the day-to-day. It can’t be abstract.” Hoskisson makes it a point to link learning to organizational values. One value at IATA is the simple human touch. Hoskisson tries to incorporate this into programs by keeping it simple and making it meaningful at the individual level. She also points out the link between communications in impactful learning experiences. “The better you can make training for people, the more participants will tell stories for you.” KNOWLEDGE TRANSFER As a knowledge organization, Hoskisson believes that it is important for her team to instill knowledge awakening. “It is less about knowledge transfer but awakening people’s mind on how to apply learning in every day jobs. It is our job to create conditions for people to understand and apply this in a context that works for them.” MISTAKES It can be difficult to pull the plug on a program that isn’t driving the intended change. This is one mistake that Hoskisson noted from her personal experience. She inherited a program that had been in existence for 20 years and she didn’t have a good feeling about it. Many in the business were involved in sharing their knowledge, so it was even more difficult to terminate the program. But she noted that she had waited too long. She tries to avoid this from happening in the future by constantly reviewing the performance of programs. It is important to bring a “critical eye without being jaded.” RESOURCES Hoskisson notes curiosity as an invaluable resource. “If you are not curious, you are a disservice to your business. You need to know what is down the line in the business.” A powerful example of the power of curiosity happened recently when a colleague’s 15 year old son came to work for a week of experience. He asked lots of thought provoking questions that the team hadn’t been considering. For ongoing learning, Hoskisson recommends resources from Brené Brown and content on Tech Crunch. She also draws upon mentors in the learning space who provides inspirational thoughts.

#4: Incorporating Design Thinking in L&D – an Interview with Jane Hoskisson of the International Air Transport Association  