The old-world vulnerabilities in organisations have become clearer as a result of the COVID-19 pandemic crisis. Years of self-serving leadership, poor management, silo’ed thinking, short term-ism and incoherent investment in people have contributed to undifferentiated businesses and brands which lack the capability to inspire and adapt.
And so, the new leadership opportunity for an L&D function is to actively disrupt the status quo:
Disrupt the current organisational ‘collective mindset’:
If the collective mindset of the business is still based around control – with consistency, familiarity and standardisation as the overriding goals – this is now (in fact) a threat to the future of the organisation…
The new focus of the L&D function should be to help define, enable and accelerate an alternative perspective – with empathy and adaptability as the new shared goals.
Disrupt the current organisational model:
If the organisational model still relies on competitive silos, rewarding individual over team performance and / or any form of “matrix” driven, “performance sorting”…
The new priority of the L&D function should be to inspire a more ambitious, sustainable and ‘human’ alternative.
Disrupt the current organisational Management model:
If people are reduced to the status of “human resources” – only there to be assigned to a set of fixed roles and to operate through a a set of resources to perform a set of fixed tasks…
The L&D function should be accelerating new ways to unlock the ideas and reflections of every individual – regardless of their ‘level’ in the hierarchy.
Otherwise the L&D function is complicit in serving the status quo – and all those who currently benefit from it.