The Learning and Development function can choose to help develop a 'template' for change

According to the Havard Business Review 2018 "Leaders Guide to Corporate Culture" only 7% of the 1,300 CEOs interviewed were intentionally developing a culture of continuous learning.

The remaining 93% confirmed that a culture of "Results focus" remained their number one or number two objective...

This crushing insight presents a stark survival choice for 'L&D' teams stuck in a (supposedly) "Results focus" organisational culture:

Option 1

"If you can't convince them, join them"

Continue to work to convince busy senior people who are striving their way to the "Results" first culture desired by their boss that L&D are also in fact "all about results, just like you". They can rest assured that we have the "resources", "platforms", and "methodologies" that can definitely "help". 

In short, be on hand to take requests for "solutions" that "ensure" that "people" "get what's needed" so they can "deliver performance". 

L&D as a responsive, serving, business support function. A function that reinforces and perpetuates the myth of "Results focus" as a differentiating strategy for businesses today.

Option 2

'L&D' step forward and help the organisation to change its culture. Create a template for change.

Some ideas might include:

Identifying the pockets of "enlightened" individuals, managers, teams where continuous learning is already understood and encouraged as a driver of change and performance improvement. Prioritising support with and for these "early adopter" groups;

Working closely with managers to understand and agree the nature of the work to be improved or enhanced; (routine, process work? complex work? discovery work?);

Working collaboratively with managers and teams to understand and define the performance gaps to be closed and what we collectively agree as "high performance";

Coaching colleagues to take ever more responsibility for their own continuous, self managed learning. Encouraging them to share their successes (and challenges) with their bosses and peers;

Organising and facilitating more and new opportunities that bring individuals and teams together (in person or virtually);

Creating and facilitating more opportunities, connections, introductions (and where needed, resources) that support people to do better work and grow in confidence;

Finding ways to build more energy and opportunities for curiosity, questions and, "positive dissent"

Investing equal time and resources in developing efficiency and adaptability in the organisation. Making this a "KPI";

Finding new ways for information, ideas, knowledge and feedback to move faster between teams.


Paul helps corporate L&D teams to reflect on the idea that fitting in isn't actually helping anyone