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Last year at an awards dinner in Napa, I happened to be seated next to Adam Strum, publisher of Wine Enthusiast. It was directly across from this station that Edoardo Seghesioa€”part of a wave of immigrants from northern Italya€”bought his first 10 acres in 1895.
Only one acre of that legacy vineyard remains (plus the railroad depot, bought for $20 by Angela after she learned Western Pacific Railroad planned to tear it down). Therea€™s an old saying: The more a grapevine grows like a weed, the more it tastes like a weed. During sangiovesea€™s heyday, however, a€?everybody came out with a $35 sangiovese and it was very mediocre or blended with cabernet,a€? Seghesio continues. Florentine vintners since 1385, the Antinoris have been tied to sangiovese for 26 generations.
Three years later, Whitbread sold its 85% stake to British liquor company Allied-Lyons (which later became Allied-Domecq). As owners of Clos du Bois winery, Allied-Domecq Wines had done a lot to make merlot fashionable. In 1993, Allied-Domecq decided to sell Atlas Peak in a a€?sale lease-backa€? scheme (changing it from a capital expense to an operating expense, to benefit shareholders). When the lease expired, Antinori rechristened the winery Antica and shifted its emphasis to cabernet. High in the Macayamas mountains, Lorenzo Petroni has been producing Poggio alla Pietra ($60) since 1998.
Also worth seeking out are the sangioveses from Vino Noceto in Shenandoah Valley, up in the Sierra foothillsa€™ Amador County. And thata€™s where wea€™ll pick up next timea€”with a look at ribolla gialla, fiano, greco, barbera, and all the other varieties breathing new life into the Cal-Ital scene.
Patricia Thomson is a wine writer who splits her time between New York and Italy, where she runs wine tours through her company La Dolce Vita Wine Tours. Nigel Harrison is a performance consultant with over 30 years' experience in helping organisations to set up internal consulting groups using workshops, coaching and problem solving. First, the very idea of California sangiovese has become a laughing matter in some quarters. Though known for their zinfandel, theya€™re the largest sangiovese producer in Sonoma and own the oldest extant sangiovese vineyard in the country. But that acre is a precious archive of historic clones, brought from the Old Country by viticulturalist and brandy maker A.R.
The basic orange label ($30) comes from three clones planted on porous flatland, benchland, and hillside.
When Piero Antinori took the reins in 1966, he began traveling the wine world, coming frequently to Napa and befriending such pioneers as Robert Mondavi. British brewer Whitbread, which owned Antinoria€™s importer, Julius Wile, decided to get into the California wine business. Like a true Tuscan, he sought a high-elevation mountainside location (the exception to the rule in Napa at that time), settling on a remote, undeveloped property on Atlas Peak. Enter Terrence Clancy, one of the first executives to bring sophisticated marketing techniques to the wine business. Antinori told them, a€?Ia€™m your buyer.a€? But the deal obligated him to lease the land back to Allied-Domecq for 15 years. Sold only at the winery, a€?ita€™s a way for us to tell the Antinori story.a€? Made for passion, not profit, the Antica sangiovese ($35) is a delight. Made from sangiovese grosso, this flagship wine strives to emulate the dark, brooding style of Brunello di Montalcinoa€”a goal announced at the winerya€™s gate, where the signage reads a€?Brunello di Sonoma.a€? This pure sangiovese offers raspberry fruit with an undercurrent of tobacco leaf and meat. Founded in 1987 by Suzy and Jim Gullett, Noceto offers a basic sangiovese ($18), a reserve ($24), and four outstanding single-vineyard cru ($28). It shows how they must modernise their learning strategies if they want to achieve the same business benefits as top learning organisations.
At the CLC Members' Seminar on 17 March 2016, we were inspired by his thoughts on how to improve performance consulting skills. Clive has been a long-standing supporter of Towards Maturity providing independent insights that have ensured our reseach continues to evolve.
Second, this noble varietya€”the undisputed king in Tuscany, where ita€™s behind Chianti Classico, Vino Nobile di Montepulciano, and Brunello di Montalcinoa€”has virtually disappeared from our shores. In their Healdsburg tasting room, alongside sepia photos of mustached founder Eduardo Seghesio and his Gibson Girl wife, Angela, hangs a lithograph of Chianti Station.
The strategy worked, and in 1910 Seghesio expanded, purchasing the southern edge of Italian Swiss Colonya€™s vast property (owned by his wifea€™s uncle), where theya€™d planted a Chianti field blend: canaiolo, trebbiano, malvasia, and, presumably, the first sangiovese in the state. The more intense, oak-aged Venom ($54) comes from the fourth clonea€”with the smallest berries and loosest clustersa€”planted on the formidable Rattlesnake Hill. A naturally vigorous vine, its growth must be tamed with repeated pruning, fastidious canopy management, and soil-poor sites on rocky slopes.
They invited Antinori and champagne house Bollinger (another subsidiary) to become minority partners. They planted cabernet, chardonnay, and in 1987, enologist Renzo Cotarella and viticulturalist Andrea Paoletti brought in sangiovese budwood from Il Poggione winery in Montalcino and T-budded two acres as an experiment. But its two remaining plots are the winerya€™s best, at the top of gravelly, well-drained slopes.
Varietally correct, it has sangiovesea€™s red-fruit flavors and bright acidity and is laced with a minerality that speaks of site. These are spot-on specimens, each beautifully balanced and ready to dazzle at the dinner table. But when I sit down with Glenn Salva, longtime estate manager of Antinoria€™s Napa property, the story is more complicated.


We hope that our contribution will help shape an environment where real-world research informs organisational improvement. Although your ideas may be compelling, it's not easy to execute a plan without support, co-operation and collaboration from peers, stakeholders and business leaders. Furthermore, of the 86% who want to facilitate continuous learning, only 11% report that this is actually happening. Aimee Young writes about how learning leaders can challenge the 'quick fix' syndrome when being asked to come up with business solutions.
We wholeheartedly endorse the challenges he is making to the industry and establishing a professional attitude is an essential element of equipping our teams for change' I have been lucky in my job to spend time with many hundreds of learning and development practitioners over the past ten years or so, in all sectors of the economy and in all parts of the world. Few Californians bothered to put in the effort or hand over their best vineyardsa€”not when cabernet or pinot noir could fetch far greater returns. Why would Mondavi take cabernet out of To Kalon when youa€™re making the best cabernet there?a€? Echoing Seghesio, he says, a€?Sangiovese is a prolific producer, so if you put it on deep, rich soil, youa€™ll have clusters that fill a bushel basket. Given that 67% of organisations do offer mobile learning in some form, it is clear that current mobile strategies are not delivering the desired impact.The current focus for most organisations, is to ensure that existing content is made available on mobile devices.
Almost without exception I find them to be enthusiastic, friendly and determined to do the best possible job.
Time and again, L&D as an industry is failing to see the organisational impact of its activities and we have now reached a crunch point. Whata€™s more, Californiaa€™s heat and lack of haze hasten sangiovesea€™s ripening, which leaves its phenolics undeveloped and flavors truncated. Just as consistently, it is apparent that they experience a major obstacle to achieving their goals and providing the best possible service to their organisations. I have had the pleasure of working with them and their customers for a number of years and have seen first hand their commitment to identifying and sharing great practices that really work. The majority of mid-sized businesses are also failing to embrace informal learning, realising the power of social media for enabling learners to collaborate and solve problems together, despite 64% of L&D professionals in the sample saying their appeal to the millennial learner is a key driver for their use of learning technologies.
In their interactions with key stakeholders they are not afforded the respect upon which their credibility as true professionals depends. We have 10 acres and never get over 20 tons total.a€? Thata€™s a far cry from the Green Giant bounty of the 1990s.
For example, 84% are using their mobile learning strategy to help people locate in-house experts when they need them (versus 38% on average), with 66% improving the ability to communicate in real time (versus 32%).
Clients come to us to discuss the course and not the problem, with a conspiracy of convenience resulting in a reluctance to challenge the ‘quick fix' approach. They are simply not trusted as they should be to apply their technical expertise in solving problems that in practice are beyond the reach of the lay person. It leverages the data of its in-depth Benchmark Study, the largest learning technology benchmark in Europe. These tactics are having a range of significant benefits for Top Deck organisations, including:82% have improved the quality of learning experience (vs.
Nigel identifies this as ‘solutioneering' - the process by which clients will jump to solutions without identifying the problem.
These are tried and tested approaches that we've used in partnership with our clients to produce effective and award-winning learning interventions that deliver impactful change.1.
L&D often find themselves in the difficult position of being 'stuck in the middle' between wanting to fix problems and needing to provide quick solutions.
What would you do?Your internal client, a long-serving, senior manager, calls you in for a meeting.
When it comes to supporting a great learning experience, what can these individuals teach us?The full report highlights areas where L&D professionals are potentially out of sync with how workers learn. Legislation and government promotion of these practices along with a change in demographics are ensuring they blossom but what solutions exist for ensuring all employees are engaged in the learning strategy?
If everyone is happy in their learning bubbles, with L&D rolling out courses, learners completing courses and boxes being ticked, then why challenge and change the way we do things? He is looking for a training programme to ease the upcoming transition from Microsoft Office to Google Apps. He suggests a suite of e-learning modules to cover each of the apps in the suite, along with an option of classroom training for those who still prefer this approach. Contact 0208 542 2331 if you would like to book a conference call.About Towards MaturityTowards Maturity is a benchmarking research company that provides independent expert advice and support to help organisations use learning technologies to accelerate business performance. Now is the time to be investing in new learning technologies and systems that today’s tech-savvy, self-driven learners need and want. Work with the subject matter expert or the business customer to identify the main objective of the programme.
This will not only help you design the programme, but will also help you measure its effectiveness. If we jump to the solution without understanding the problem, then the process will eventually have to start again because the problem was never solved.
What it means to be a professional To be a professional means a lot more than simply doing whatever the client wants. Redware has successfully developed and delivered a sector-leading Learning Management Solution to an extensive portfolio of clients.Redware has enabled global brands and businesses to exceed their training and development expectations, by enabling formal and informal learning to be joined, bringing talent to life. We need to start taking a performance consulting approach, identifying the defined business benefits of learning innovation and establishing the measureable value to the organisation. It provides learners with the same environment they expect outside of work - multi-channel, device and media - to help them achieve their learning goals.Redware prides themselves on delivering a personal and transparent service at every stage of the process. You'd like a six-hour e-learning package to train customer service staff to sell over the telephone? Our research shows that on average, only 55% of L&D teams are currently analysing business problems before recommending solutions.


A two-day workshop to teach every detail of a new company system to all employees, regardless of whether or not they will be using it? We as L&D have to show the value of learning by establishing how we can link this back to business objectives and working closely with leaders, to ensure a link between the learning and why we're doing it. That's what we're here for, to meet your requirements.Hang on a minute, you're probably thinking. This isn't an encounter between a professional and a client, it's simply order taking.When asked to jump, a professional does not ask 'how high?'.
Their clients include some of the world’s best-known brands like Boots, O2, Transport for London and Eurostar, to help achieve business transformation and drive long-term performance success.
Reinvent the InterventionIn the ‘Aim for Action' step you established a reason for implementing your learning programme. If it was then experts wouldn't lecture at novices for hours on end; they wouldn't insist on passing on everything they know, however irrelevant, however incomprehensible. That's why we have learning professionals, so they can explain, in terms that the lay person can clearly understand, how people acquire knowledge, develop skills and adapt to new ideas, and how best to support this process. Will that raise awareness, instil attitudes and change actions?One way to fuel creativity for your blended learning project is to ask, "How would an advertising executive tackle this problem of awareness, attitude or action? Once trust has been established with the client, we can then begin to ask more direct questions that help us identify the real problem and come up with solutions that demonstrate value. How would they get people to change?" Advertising agencies live or die by their ability to drive behaviour change. Their patients' interests take priority over those of any body which employs them or their own opportunities to make financial gains. Get the client to admit to you the problems they are facing, identify what their challenges are and help them see what the solutions look like Map out who is involved with the problem without solving it. Now we all know that, in practice, some doctors, lawyers, bankers, accountants and other professionals do break this trust and put themselves first, but generally we are shocked when this happens and expect the transgression to be dealt with firmly.As those responsible for managing the learning of adults in the workplace, we also like to be regarded as professionals.
Clients find it difficult to illustrate complex problems in a linear way, so support your approach by drawing a picture of the people involved, and where they fit within the problem. Every time you develop or deliver content without question as to its efficacy you are doing the same. Why not make use of the employee newsletter, write a speech for the CEO, prepare cascade toolkits for managers or shoot a video for the Intranet?Now that you have a list of the possible channels for reaching your audiences, take some time to think about your different audiences. For each unique audience group, consider how you want to change awareness, attitude or action. Now consider what the best method is for affecting this change.In the final step, you'll need to organise the mix into a co-ordinated campaign. How could they function without keeping up-to-date with the latest building techniques, legislation, materials, and developments in electrics, plumbing and lighting? Campaign for Change When delivering positive, lasting change there are no ‘silver bullets'. They would soon be unable to provide an adequate service and would rightly ushered out of the profession.The idea of a technophobic architect or dentist seems ridiculous, and yet with learning professionals it is somehow the norm. And yet it takes as long to become an effective learning consultant, designer or facilitator as it does to become a skilled professional or craftsperson in other fields.
If your organisation wants to meet the aim, you'll need to campaign for change!A campaign is a set of interlocking, co-ordinated activities using different media and different channels to achieve a shared objective.If your aim is important, it's time to take the fresh interventions you listed and put together a time-phased and audience-specific campaign. Gap analysis: it's time to face up to the problem One we have established trust and rapport, we can then challenge the client and get them to start thinking about the real problem. Doing the best for my client will often mean suggesting a solution other than the one requested. They use multiple channels over a period of time to change your awareness, attitude and activity. A  I learned something from every man I met or exchanged emails with, and Lou taught me a few words in Spanish.A  Ole! As you plan your time-phased, audience-specific communications, start with your aim and work from there.
If your organisation wants to meet the aim, you'll need to campaign for change!Think about how you can design your communication plan. If you want to continue to focus on equipping your L&D team then it is time for action. Tweak one or two elements or add an extra ingredient into the mix.Finally, communicate your results within the business. We can take a little walk, maybe get our feet wet, and then lie on a blanket and listen to the waves. I do the same thing myself, when the mood strikes.A  And how about this for being an "in tune with women" kinda guy?A  A few days after I had ordered myself 2 new green dresses and several in black to add to my collection from a mail order company named Newport News, he sent an email asking:A  "So, what are you wearing right now? A  For Christ Sake!!A  How about saving the Taxpayers a buck?A  In addition to that $6 million you've already blown by hovering and covering me, and scheduling a proper Face to Base meeting in your office; at my convenience? Dramatic, but no drama.A  Short black skirt, or long black dress?A  Heels or boots?A  Camo, or commando?
Until then, as in the end,there is much more to come.A A A  Once Upon a Time, a little mushroom popped through the moss covered ground of the Southeast Alaska Rainforest.
Grant, Attorney at Law, Juneau, AK From Wedding Bells to Tales to Tell: The Affidavit of Eric William Swanson, my former spouse AFFIDAVIT OF SHANNON MARIE MCCORMICK, My Former Best Friend THE AFFIDAVIT OF VALERIE BRITTINA ROSE, My daughter, aged 21 THE BEAGLE BRAYS! HELL'S BELLS: THE TELLS OF THE ELVES RING LOUD AND CLEAR IDENTITY THEFT, MISINFORMATION, AND THE GETTING THE INFAMOUS RUNAROUND Double Entendre and DoubleSpeak, Innuendos and Intimidation, Coercion v Common Sense, Komply (with a K) v Knowledge = DDIICCKK; Who's Gunna Call it a Draw?



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