How to use AI in L&D
With 70% of business leaders fearing skills shortages are holding their businesses back, organisations that are using AI in learning to upskill fastest will gain a competitive advantage, writes Elliot Gowans.
Stop trying to change and improve things
We’re taught to try. To not give up. But Matt Somers’ experience as a coach has taught him something different: trying is often a poor way of changing anything.
We need to stop setting Gen Z managers up to fail
Gen Z managers who feel ready to step into leadership roles are being failed by training. Imran Akhtar offers practical guidance on what structured early-stage leadership development should actually look like.
Why the real test of any training isn’t what happens in the room
The problem with most training isn’t the design or the facilitator. It’s the name. Paul Matthews explains why the words you use to describe training shape whether it ever has a chance of working.
How to design the conditions for performance change
Sue Donnelly explores why lasting behaviour change is shaped less by learning content alone and more by the systems, rewards and realities of day-to-day work.
The four leadership skills that make or break a merger
Donald Thompson has been on both sides of an acquisition. Drawing on this experience, he makes the case that leadership development isn’t a nice-to-have during M&A, it’s the difference between integration and collapse.
From reactive to ready: Seven steps to build workplace learning agility
Skills are changing faster than ever, while traditional L&D approaches can’t keep pace with the speed of business transformation. Elliot Gowans shares a practical seven-step framework that will transform your L&D function from firefighting to future ready through building workforce agility.
How the right tools and training enable inclusion in practice
Inclusion in the workplace is essential, but it doesn’t happen simply because you’ve written a policy or put a strategy deck together, writes Ian Morley. Managers need the right tools and training to consistently deliver inclusive outcomes.
Seven steps to leverage mentoring as a strategic advantage
Many recognisie mentoring and social learning as important, but are yet to take action. Ricky Burt provides guidance on introducing a mentoring programme to realise the benefits and gain a strategic advantage.
How employers can turn training ambition into productivity gains
Are current learning efforts developing capabilities with long-term staying power? Emma O’Dell explores how to close the gap between training activity and future readiness.
Three reasons why leadership training isn’t working
UK workers are stressed, disengaged and unproductive. They think they’d do a better job than their line manager. Robin Hoyle delves into the three main reasons why leadership development is not having a discernible positive impact.
How to build skills to reduce the stress of workplace conflict
Relationship breakdowns at work can lead to higher levels of stress and anxiety. For Stress Awareness Month, Anna Shields explores the skills that can help to mitigate these harms and how to build them.
You don’t have an AI problem, you have a skills problem
While generative AI is widely adopted in UK workplaces, its promised productivity gains are being limited by a significant skills and training gap. Cassandra MacDonald explores how to turn AI from a promising technology into a genuine driver of productivity.
Recruit for attitude, train for skill: Are we ready to take this seriously?
As the world of work shifts and the ability to evolve becomes increasingly important, capability is becoming less about stored knowledge and more about learning agility. Matt Somers explains why a coaching style of leadership is well suited to this new world.
From confrontation to conversation: How coaching transforms conflict
Many workplace conflicts are not really about the issue that first lands on the table. Louise Webb provides an ER perspective on how by moving from reactivity to curiosity, leaders can resolve conflict earlier and more effectively.
Completion isn’t competence: Rethinking how we measure learning
New research shows that we are still measuring activity over impact when it comes to training. Tanya Boyd shares the route to learning becoming a true driver of performance.
Stop starting with training: Where L&D goes wrong
For most L&D professionals, the process starts with a simple question: what training does your team need? Lavu Njobvu explains why that starting point was holding him back and what needed to change to achieve more focused and relevant outputs.
Why your change plan is failing your managers (and what to do instead)
Most organisational change is treated as a predictable clock when it’s actually a messy cloud. L&D can make a real difference by equipping managers to navigate the reality, not just follow the plan, write Dani Bacon and Garin Rouch.
Workplace training has a problem but L&D already knows the answer
New research from Mindtools Kineo describes an industry that has accumulated substantial knowledge about what effective learning looks like but consistently struggles to apply it. Ross Garner shares how to create the conditions to close the gaps.
Four leadership mindsets, one hidden barrier: Is fear holding you back?
New research from GP Strategies shows that the biggest barrier to better leadership isn’t a knowledge gap, it’s fear. Until L&D programmes are designed to build deliberate courage alongside mindset awareness, that gap will persist.