"We surrender the belief that a person must be "in control" to be effective. We become willing to reveal our uncertainties, to be ignorant, to show incompetence - knowing that these are essential preconditions for learning." Bryan Smith There is a fundamental blocker to the long standing soundbite of L&D teams now 'pivoting to performance': Industrial leaders believe that they 'own' 'performance'. This mindset is inextricably linked to status, control, and heroic individualism. This mindset reinforces and maintains the training (education) paradigm, because: Its easier to separate training from 'the real work' (and so deprioritise whenever required) Its easier to devolve responsibility for training down the organisational hierarchy Its easier to (inevitably) manage training as another programme or project checklist item Training fits with a busy, 'get people to execute' mantra And most critically: It means that leaders

"I seem to have conversations along the lines of:  "we want to hit ourselves on the head with a hammer, how do we make that not hurt?"  "don't do that"  "but we bought this hammer and this is the way we want to use it"  "then it's going to hurt" "why won't you help us, you're a coach?" Llewellyn Falco Organisations actively, and deliberately,   choosing  to reset the ways they enable learning are still in a tiny, niche category. When you offer new ideas to people in corporate 'L&D' they won't often embrace them. This is because the problem is not just in strategy but also in implementation .  The fundamental question is: How willing are you to change what you do - and the way you do it - to get where you say you want to go? What (most) people in L&D want to do is (just) do what they are already doing and for it to work better. (If that was going to work differently, it would have already).

"It's easier to simply react by engaging in another tactical round that the world has presented to us. You can spend your day doing nothing but playing with tactics, and never realise you didn't even have a strategy."  Seth Godin Effective strategies to enable continual learning need: (i) precision,  and (ii) intent . Things that L&D folks love to focus on that can't compensate for a lack of coherent strategy : Instructional design standards 'Learning technologies' 'Marketing' 'Comms.' Project management Data dashboards Industry awards Sniggering at 'Learning Styles'