Training & Development

After spending three decades in the aerospace industry, I’ve seen firsthand how crucial it is for different sectors to learn from each other. We no longer can afford to stay stuck in our own bubbles. Take the aerospace industry, for example. They’ve been looking at how car manufacturers automate their factories to improve their own processes. And those racing teams? Their ability to prototype quickly and develop at a breakneck pace is something we can all learn from to speed up our product development. It’s all about breaking down those silos and embracing new ideas from wherever we can find them. When I was leading the Scorpion Jet program, our rapid development – less than two years to develop a new aircraft – caught the attention of a company known for razors and electric shavers. They reached out to us, intrigued by our ability to iterate so quickly, telling me "you developed a new jet faster than we can develop new razors..." They wanted to learn how we managed to streamline our processes. It was quite an unexpected and fascinating experience that underscored the value of looking beyond one’s own industry can lead to significant improvements and efficiencies, even in fields as seemingly unrelated as aerospace and consumer electronics. In today’s fast-paced world, it’s more important than ever for industries to break out of their silos and look to other sectors for fresh ideas and processes. This kind of cross-industry learning not only fosters innovation but also helps stay competitive in a rapidly changing market. For instance, the aerospace industry has been taking cues from car manufacturers to improve factory automation. And the automotive companies are adopting aerospace processes for systems engineering. Meanwhile, both sectors are picking up tips from tech giants like Apple and Google to boost their electronics and software development. And at Siemens, we partner with racing teams. Why? Because their knack for rapid prototyping and fast-paced development is something we can all learn from to speed up our product development cycles. This cross-pollination of ideas is crucial as industries evolve and integrate more advanced technologies. By exploring best practices from other industries, companies can find innovative new ways to improve their processes and products. After all, how can someone think outside the box, if they are only looking in the box? If you are interested in learning more, I suggest checking out this article by my colleagues Todd Tuthill and Nand Kochhar where they take a closer look at how cross-industry learning are key to developing advanced air mobility solutions. https://lnkd.in/dK3U6pJf

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.

When Ozan Varol first became a law professor, he’d pause mid-lecture and ask: “Does anyone have any questions?” -Crickets- He assumed he nailed the lesson. But the exam results said otherwise. So he ran an experiment. Instead of asking if anyone had questions, he said: “That was confusing. I’m sure a bunch of you have questions. Now’s the time to ask.” Suddenly—hands shot up. Why did that work? Because it did 3 powerful things: 1. Normalized confusion 2. Created psychological safety 3. Made it feel okay to not “get it” Students weren’t silent because they understood… They were silent because they were scared to speak. This isn’t just for professors. Doctors can say: “I know I used a lot of medical jargon—what questions do you have?” Leaders can say: “That was a tough quarter. I know we’re all facing challenges—what’s come up for you?” People don’t speak up because they don’t want to look weak. Not in front of peers. Not in front of bosses. Not in front of future collaborators. Your job isn’t just to ask questions. It’s to create the conditions for honest answers. The goal isn’t “Who has questions?” The goal is: “How can I make asking questions feel safe, smart, and expected?” Final takeaway from Ozan: Breakthroughs don’t start with smart answers. They start with better questions. Asked the right way. At the right time. To the right people. What’s one question you’ve been asking the wrong way? Reply below—let’s rewrite it together. 👇

If you're learning SQL in 2025, this mindmap is your best friend. From beginners writing SELECT queries to advanced analysts optimizing joins and using window functions, this guide has it all: 1. 𝐒𝐐𝐋 𝐁𝐚𝐬𝐢𝐜𝐬 – SELECT, WHERE, ORDER BY, GROUP BY, and more. 2. 𝐅𝐢𝐥𝐭𝐞𝐫𝐢𝐧𝐠, 𝐒𝐨𝐫𝐭𝐢𝐧𝐠 & 𝐀𝐠𝐠𝐫𝐞𝐠𝐚𝐭𝐢𝐨𝐧s – Learn to slice data with conditions, BETWEEN, IN, and logical operators. 3. 𝐉𝐨𝐢𝐧𝐬 – Understand how to combine data from multiple tables with INNER, LEFT, RIGHT, and FULL OUTER joins. 4. 𝐖𝐢𝐧𝐝𝐨𝐰 𝐅𝐮𝐧𝐜𝐭𝐢𝐨ns – Use RANK(), LEAD(), LAG(), and ROW_NUMBER() for advanced analytics. 5. 𝐃𝐚𝐭𝐞 𝐅𝐮𝐧𝐜𝐭𝐢𝐨𝐧s – Work with time-based data using DATE_TRUNC(), EXTRACT(), NOW() etc. 6. 𝐀𝐝𝐯𝐚𝐧𝐜𝐞𝐝 𝐀𝐧𝐚𝐥𝐲𝐭𝐢𝐜𝐬 – Perform statistical analysis and integrate with ML tools like BigQuery ML and Snowflake ML. 7. 𝐂𝐓𝐄𝐬, 𝐓𝐞𝐦𝐩 𝐓𝐚𝐛𝐥𝐞𝐬 & 𝐒𝐮𝐛𝐪𝐮𝐞𝐫𝐢𝐞s – Reuse logic with WITH clauses, recursive queries, and subqueries. 8. 𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐎𝐩𝐭𝐢𝐦𝐢𝐳𝐚𝐭𝐢𝐨n – Learn indexing, query planning, and writing efficient queries for dashboards. 𝐎𝐩𝐭𝐢𝐦𝐢𝐳𝐚𝐭𝐢𝐨𝐧 𝐓𝐢𝐩𝐬: - Use indexes on columns you frequently filter or join - Avoid SELECT * and only fetch the necessary columns - Use EXPLAIN or ANALYZE to understand query execution plans - Limit joins and subqueries when possible for better performance - Rewrite complex logic using CTEs or temp tables to improve readability 𝐇𝐨𝐰 𝐭𝐨 𝐋𝐞𝐚𝐫𝐧 𝐒𝐐𝐋 𝐄𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞𝐥𝐲: – Practice simple SELECT, WHERE, and GROUP BY queries – Use sample datasets to understand INNER, LEFT, and FULL joins – Try window functions, date functions, and subqueries – Build dashboards or solve business problems using real-world data – Participate in SQL competitions or daily practice series Whether you're prepping for interviews, optimizing dashboards, or building data pipelines, this mindmap is your go-to reference. ♻️ Save it for later or share it with someone who might find it helpful! 𝐏.𝐒. I share job search tips and insights on data analytics & data science in my free newsletter. Join 15,000+ readers here → https://lnkd.in/dUfe4Ac6

🏃♀️ Imagine a study on marathon performance that doesn't mention some runners are carrying 50-pound backpacks. That's the 2025 Women in the Workplace report from Mckinsey and LeanIn 60 pages on why women "want promotions less." Zero mentions of childcare, eldercare, or the invisible second shift. Their own data shows women and men are equally committed to their careers, over 90% on every measure. Young women under 30 has even more ambitious than young men. Latinas are the most ambitious group in the entire study. 🤔 So where does this "ambition gap" come from? Buried on page 10, in a small box, they note that women who decline promotion cite "personal obligations" at nearly double the rate of men. Then they move on. No follow-up. No analysis. No asking the obvious question: What are these "personal obligations"? 💔 I'll tell you what they are. 👉 They're the 2am feeding before your 8am presentation. 👉 The school pickup that can't be rescheduled. 👉 The elderly parent who needs a doctor's appointment during your board meeting. 👉 The mental load of remembering everyone's everything while being told you "lack ambition." The report measured ambition without measuring the invisible infrastructure women are running at home. 👉 Here's what the report should have asked: ⁉️ Do women with equal childcare support want promotions at the same rate as men? ⁉️ Do women with flexible work arrangements show the same career drive? ⁉️ Does the "ambition gap" exist in countries with subsidized childcare? (Spoiler: Research says no, no, and no.) Instead, they concluded women are less ambitious and moved on to solutions that don't address the actual problem. This isn't just a missed opportunity. It's a misdirection! ❌ Because when you diagnose "ambition gap" instead of "care gap," you get solutions like "women need more confidence" instead of "workplaces need to stop penalizing caregiving." You get women blamed for systemic failures. 📊 Here's what an honest report would say: ✅ Women aren't less ambitious. They're doing two jobs while being evaluated as if they're doing one. ✅ The workplace wasn't designed for people with caregiving responsibilities. It was designed for people with wives. ✅ Until we redesign the system, we'll keep "discovering" that women don't want what men want, when really, women just can't afford what men take for granted. That's exactly why we built "From Hidden Talent to Visible Leader", because the women I work with aren't lacking ambition. They're lacking a system that sees their full contribution. Next cohort starts end of Jan 2026. 👉 Join the waitlist: https://lnkd.in/gx7CpGGR 👊 Because women don't have an ambition problem. The workplace has a measurement problem, and it starts with reports that count everything except what actually matters.

Over the course of my career, I’ve learned to be okay with getting things wrong.       Not because it feels good (it doesn’t), but because every mistake creates an opportunity to learn and grow. And because it means someone trusted me enough to tell me when I missed the mark. That kind of honesty feels increasingly rare—especially in a world where AI is telling people exactly what they want to hear and where people increasingly gravitate toward information that confirms their beliefs.      That’s why I think one of the most valuable skills you can cultivate is this: Find people who will give you tough feedback.      Across my time at Microsoft, the Gates Foundation, and Pivotal, the moments that shaped me the most weren’t the wins. They were the times when someone I trusted pulled me aside and gave me feedback I needed to hear. These conversations helped me see what I’d missed and rethink how I was showing up, which made me a better leader. But they only happened because the people around me knew they could be honest, and in fact, I expected them to be. You can’t grow—or help your teams grow—if you act like you’re the only one with all the answers.      I’ve seen this in every place I’ve worked. The leaders who made the biggest impact weren’t the ones who got it right all the time. They were the ones who created the conditions for honesty. Their teams felt free to surface new ideas, ask tough questions, and admit their mistakes. And those leaders were humble enough to hear feedback about themselves—and then take the steps to do things differently.       My advice on how to build this skill? Seek out colleagues and mentors you can trust to give you honest feedback. Ask for it often. Be vulnerable—not defensive—and take the opportunity to understand what you didn’t see before. It will transform the way you learn, lead, and build teams that thrive. #SkillsontheRise 

The most powerful sales tool isn’t a spec sheet — it’s a live demo. What do you think about this one? Across industries, the data is overwhelmingly clear: 🔹 67% of enterprise buyers say seeing a product in action is the #1 factor influencing their decision. 🔹 Demos shorten sales cycles by 30–50%, especially for complex solutions like servers and GPU-accelerated workloads. 🔹 In assistive tech—like mobility or handicap-support chairs—real-world demonstrations boost customer trust by 70%, because impact is immediately visible. 🔹 For AI/HPC hardware, customers who see workload performance live are 3× more likely to move forward compared to those who only receive documentation. Why? Because visibility removes uncertainty. A demo translates complexity into clarity. It turns “theory” into tangible value. Whether it’s: ⚡️ a next-gen server showing real performance under load, 🧠 a GPU pipeline speeding up an AI workload in real time, or ♿️ an assisted mobility chair transforming someone’s daily life… Seeing the product in action closes the gap between curiosity and commitment. This is the difference between telling and showing — and that gap is where conversion happens. #Innovation #Technology #HPC #AI #GPU #Servers #DataCenter #TechLeadership #Innovation #CustomerExperience #AIInfrastructure #AccessibilityTech

It’s not about collecting business cards or follower counts. It’s about building bridges with people who get it - who challenge you, inspire you, and open doors you didn’t know existed. The right network doesn’t just grow your career - it expands your mindset, your confidence, and your opportunities. Here are 12 ways to build powerful, authentic connections: 1️⃣ Lead with curiosity. Ask, don’t pitch. People love being seen and heard. 2️⃣ Add value first. Share insights, introductions, or encouragement before asking for anything. 3️⃣ Show up consistently. Comment, engage, and participate where your industry hangs out. 4️⃣ Find your communities. Join professional groups, Slack channels, or niche forums. 5️⃣ Attend events strategically. Go where your next mentor, collaborator, or client might actually be. 6️⃣ Follow up. A short, thoughtful message can turn a conversation into a relationship. 7️⃣ Be generous with your expertise. Give more than you take - it builds reputation fast. 8️⃣ Don’t chase status. The best opportunities often come from peers, not big titles. 9️⃣ Stay authentic. Pretending to be someone you’re not is the fastest way to disconnect. 1️⃣0️⃣ Keep it human. Share stories, not sales pitches. 1️⃣1️⃣ Support others publicly. Celebrate others’ wins - it builds goodwill that lasts. 1️⃣2️⃣ Play the long game. Relationships compound like interest; nurture them with time. The truth? You’re one conversation away from a completely different path. Image credit: Tim Stoddart

I used to dread negotiations early in my career... Then I realized: Being a strong negotiator isn’t about confrontation. It’s about developing the right frameworks. Here are five game-changing approaches to  negotiate every deal more effectively: 🤝 The 4 Phases Framework (h/t: Roy Lewicki) Great negotiators don’t jump straight to bargaining.  They follow a structured process: • Preparation (lay the groundwork) • Information Exchange (build mutual understanding) • Bargaining (explore potential solutions) • Commitment (secure the agreement) 💪 The BATNA Strategy (h/t: Roger Fisher & William Ury) Your power in any negotiation comes from knowing  your Best Alternative to a Negotiated Agreement (BATNA). It’s your safety net, your source of confidence.  Always define it before you start. 🎯 The Negotiation Matrix (h/t: Lewicki & Hiam) Different situations call for different strategies: • High stakes? Compete. • Building a long-term relationship? Collaborate. • Minor issue? Avoidance might be best. • The relationship is too critical? Accommodate. • Both matter equally? Compromise. 🤔 The Harvard Principled Negotiation Method (h/t: Fisher, Ury & Patton) This is a game-changer: Focus on interests, not positions. Instead of asking what they want, ask why they want it. That’s where real value creation happens. 🎯 The ZOPA Framework (h/t: Fisher & Ury) The Zone of Possible Agreement (ZOPA) is where deals get made. Understanding both sides’ limits helps you identify common ground. Everything else? It's just noise. Key takeaway: The best deals happen when both sides feel heard. And the most successful negotiators aren’t the most aggressive. They’re simply the most prepared. ♻️ Find this valuable? Repost to your network. 💡 Follow Eric Partaker for more on business & leadership.

This is the fastest way to improve your public speaking skills. Most people avoid watching themselves speak. But here's what happens when you do: You'll catch the unconscious habits killing your credibility. Here's my three-step review process: Audio first. Listen without watching. You'll hear every "um," every rushed sentence, every moment your pacing falls apart. Visual second. Watch yourself on mute. Notice your posture, facial expressions, and body language. Are you engaging or creating barriers? Structure third. Get it transcribed and run it through AI. Ask: Are there grammatical errors? Does the structure make sense? Is the flow logical? What are my filler words and non-words? Do this once and you'll have three concrete lists: vocal improvements, body language adjustments, and structural refinements. The gap between how you think you communicate and how you actually communicate is often massive. Recording closes that gap faster than any other method.