Early-career employees need more than formal training to build judgement, confidence and practical their skills. Hybrid work and AI have made every-day learning less visible and more important. Don Spear explains how organisations can recreate observation, coaching, practice and feedback…
Showing value, building influence and developing the skills to operate strategically are becoming increasingly urgent priorities for L&D. In this TJ podcast conversation, Jo Cook and Don Taylor explore AI-driven uncertainty, entrepreneurial leadership, changing expectations of the profession, and why…
Leaders who want to drive effective change cannot afford to ignore office politics, much as they might want to. Far from being manipulative, political skill helps people build trust, read situations, and influence organisational outcomes constructively. Steve Macaulay and David…
Hybrid work has made informal learning less visible, not less vital. Elyas Coutts explores how proximity once helped new starters absorb tacit knowledge, culture and judgement through everyday interactions. Now, purposeful messaging can crowd out spontaneous moments, leaving junior and…
Jordan Hammerstad, L&D lead at The Josh Bersin Company, argues that L&D must step out of the course factory and into the messy reality of performance where influence evidence and business proximity decide whether change sticks. L&D needs to build…
Trust breakdowns rarely start with incompetence. Maryam Rezaei argues they begin with bias, familiarity and the meanings we attach to tone, silence and directness. She explores psychological safety, real listening and what repairs trust: new experiences, not explanations. For L&D…
Leading teams across time zones means more than adding Zoom calls. Mykhailo Voitovych explains five common mistakes that derail multicultural, distributed work, from fuzzy definitions of “done” to undocumented decisions and clumsy feedback. He shares practical fixes: structured handoffs, decision…
Getting L&D involved early matters, but this discussion shows that access alone is not the full answer. Kim Ellis, Cathy Hoy, Donald H Taylor and Laura Overton reflect on stakeholder relationships, strategic credibility and why influence grows when L&D understands…
Fahed Bizzari argues most organisations are just drifting into AI use, creating activity without dependable performance. He outlines three common patterns: waiting, rolling tools out, and mandating use, all of which fuel shadow AI: uneven quality and rework. He shows…
In organisations with constant transformation, change stalls when employees resist and leaders disengage. This article shows how L&D can interpret pushback as information, rebuild leadership visibility, create listening loops, align learning to purpose, and reinforce new habits so change sticks…
