- it can change its name
- it can change its practices
- it can change its skillset
- it can change its mindset
|Mindset: noun ˈmīn(d)-ˌset
a particular way of thinking : an attitude or set of opinions. An inclination or a habit…a way of life
Fantastic post Charles. I'll add that organizations/leaders must recognize and support the role change of L&D. The first mindsets that need to shift are theirs. As catalysts for change, leadership can help their people understand the imperative that learning is the responsibility of the individual, not a department.
Thanks, Mark. Along with the L&D mindset shift there certainly is a need for leaders to come along on the ride and provide support and, where necessary, shift some boulders themselves.
One of the precursors for the re-alignment is the building of trust between Training/L&D, senior leaders and the other key stakeholder group, line leaders/managers. Trust relationships are an essential ingredient – both competence trust and benevolent trust (see http://www-935.ibm.com/services/in/igs/pdf/g510-1693-00-cpov-trust-and-knowledge-sharing.pdf)
Charles, once again hitting the nail on the head. The quote from Arie de Geus has influenced a few to change their mindset. “The ability to learn faster than your competitors may be the only sustainable competitive advantage.” Utilising 1:1 coaching sessions for senior management and explaining to them that this is also learning and development has helped to shape the mindset, making them think about a capable and happy workforce as opposed to resources who generate income.
As always, Charles, a good read – thanks. One observation: your four possible points of change are all internal to the training department. Is there not also a case for a fifth point: changing the attitude of the business to the department? If training doesn’t work, then part of the solution is to stop the rest of the business asking for it!
Thanks, Allan and Kenneth. The points that both of you make are extremely valid.
I wrote this article from the perspective of a training/L&D department but there are certainly other important aspects to the challenge. The task of helping senior managers and line managers change their own pre-conceptions of training as a panacea is a critical one.
How many times have each of us heard a leader/manager say 'we need a training course on xxxx'? Many times, I'm sure. Yet when faced with other challenges in their responsibility most leaders and managers will analyse the cause of the problem before deciding to commit resources and budget.
One of the big tasks training/L&D professionals need to address is the task of changing senior leader and manager mindsets as well as those of the training/L&D department.