New goal statements for your L&D team

"Sometimes the prospect of operating with levity is and transparency is scarier than operating with clutter, commotion and chaos."

John Cutler

The work of corporate 'L&D' inevitably reflects the system within which they operate. What is currently important to L&D teams is a measure of what is important to the leaders who own the system. 

If leaders are committed to change the system - to deliberately enable a new way of working and thinking to emerge, then the role and expectations of an L&D team would change to reflect this.

Their new goal statements might then include:

“To enable and accelerate organisational growth”

“To enable competitive advantage”
 
“To accelerate the culture and the capacity to solve new challenges”
 
“To shift focus from learning events to continual learning”
 
“To build capacity and conditions for innovation and performance improvement”
 
“To create the conditions for personalised learning”
 
“To provide context, curate opportunities and help people to take control of their continual learning

and career”

“To encourage and role model the value of reflection”
 
“To measure our contribution through the quality of our stakeholder relationships and the strength

of our network”

 
“To enable, accelerate and inspire”
 
“To deliberately move the business away from a ‘training organisation”

“To connect people with people, experiences and resources”

“To facilitate discovery”

“To help energise people, focus them on what matters and enable them to succeed”

“To help define and develop organisational readiness (for now, and for the future)”

“To support managers to lead and role model continuous learning (as enablers and role models)”