Seven ways the Learning and Development team can act their way to a different role

"Profound change can happen through the almost invisible work of developing the capacity of ordinary people to see things differently."

Carol Sanford

1. Spend more time with people who are responsible for developing business strategies and the management models that (aim to) enable them. Reflect on the thinking and capabilities needed in front line teams to realise the goals of the organisation.

2. Spend more time with teams and individuals responsible for 'delivering' / 'executing' / 'managing' the business models in practice. Reflect on the challenges and unmet opportunities they describe.

3. Identify, and spend more time with, 'exemplary performers' across the organisation. Understand the challenges they have identified and how they've overcome these. Reflect on how their ideas could be 'scaled' so that more people in the organisation might benefit. 

4. Reflect on the ratio of L&D team time /effort / annual budget currently being spent on ensuring 'process compliance' versus enabling (genuinely) new ideas and opportunities. Discuss this ratio with people at all levels and challenge your assumptions.

5. Reset your L&D function 'KPIs' by removing all the current 'success measures' related to "enabling access to...", "providing content" and "increasing engagement with...". Reflect on how the four ideas above might inform new KPIs.

6. Rework the annual L&D budget investment plan as a 'bottom up' process - based on the five ideas above. Compare the output to the current annual plan / programme / catalogue / curriculum...

7. Stop using the words "learning" and "learners". Reflect on how this shifts the focus and tone of your communications and interactions.


Dynamic organisational learning strategy for mid sized companies

www.jocelynconsultingltd.co.uk

I work as a thinking partner and advisor with mid sized, value oriented companies going through significant change. I help you to build new capability and mindsets through shifting your approach to organisational development.

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