"Leadership is about doing the right things ... Management is about doing things right" Here's my list of L&D leadership and, L&D management thinking: L&D leads when it: Helps leaders to understand and engage with the features and benefits of a continuous learning culture; Defines the role and the priority of learning for the organisation; Collaborates to agree the capabilities required to execute the business strategy; (not, just individual skills for individual jobs); Works with team managers to coach and support them to lead and role model a continuous learning culture; Facilitates new and better connections within and across business teams and functions; Creates opportunities for the organisation to look outside itself, to grow its networks and to find new ideas and opportunities; Enables and accelerates new ways for individuals and teams to share their own continuous learning; Measures success by the quality of its partnerships; Lead

"Strategy is turning the resources you have into the power you need, to win the change you want." Marshall Ganz "If you don't know where you are going, any road will get you there." Lewis Carrroll I believe the biggest challenge facing the 'L&D' industry is to define the change it actually wants to make in the world. For work. For organisations. For leaders. For teams. For individual workers. What's the context? What are the problems to solve? What are the strategic choices? What impact will we make? The default 'L&D' narrative remains focused on training delivery, operations and logistics. The pot of gold at the end of the rainbow seems to be affirmation and acceptance from the industrialists. The overriding objective? - to land contributions to 'business critical' projects. Seemingly, there is little ambition beyond reinforcing the 'on time / on budget / on spec.' mindset required by status quo or