"Few senior leaders have spent much time observing and understanding their own motivations, challenging their assumptions, or pushing beyond their intellectual and emotional comfort zones."  Psychologists Lisa Lahey and Robert Kegan have termed this " Immunity to change. " At this time L&D leaders can choose to pause between bursts of reacting and responding - and reflect on where the "comfort zones" have existed in their organisation up to now: "Speed" "Execution" "Process delivery" "Deployment" "Consistency" "Conformance" "Compliance" "Standardisation" "Programmes" "Curriculums" "Resources" "Pathways" "Alignment" "Simplicity" "Scalability" "Tracking" "Controlling" "Content" By observing and understanding the last four weeks in "lock-down"

"Right about now you'll be figuring out if you work for a learning organisation ..." Jabe Bloom There are three ways in which Learning and Development leaders can choose to position their work at this time of crisis. Reacting: Move existing training solutions 'online'. Continue to focus on access and consumption. Responding: 'Take orders' for new 'solutions' and 'content' on a new range of topics; (resilience, home working, 'remote' leadership, time management, 'productivity'). Continue to focus on access and consumption. or Initiating: Understanding the new challenges being faced by the organisation - and the new capabilities required to move forward Deciding and communicating what the Learning and Development team will now  stop doing  - and why Identifying new ways to increase the capacity to solve new customer challenges Enabling new ways for individuals and teams to connect and share their exper