Features
Workslop and the illusion of progress in the age of AI
Rushing AI into workflows can produce polished ‘workslop’ that masks shallow thinking, wastes time and erodes trust. Jenna Tiffany sets out a human-centred antidote: start with purpose, define boundaries, train people and tools, make human review non-negotiable, and reward outcomes over output so organisations keep judgment, culture and quality intact. In today’s workplace, many organisations are effectively handing their keys to a stranger by deploying artificial intelligence (AI) tools without a clear strategy. In doing so, they may believe they’re…
When leaders look away and employees push back, L&D can be the bridge
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 in daily work. Anne Katrine Carlsson Sejr shows us how. In most organisations today, transformation is the norm rather than the exception. New systems, new organisational designs, new strategies. Yet too often, transformation efforts stall because the people expected to…
Purposeful leadership: The mindset and the skillset shift L&D needs to back
Nicola Pye argues that purpose only delivers results when leaders practise it daily, not just talk about it. Drawing on research and frameworks, she shows how to build the capabilities behind clarity, connection and energy, avoid the “purpose paradox,” and embed purpose into performance, coaching and succession for sustainable impact. Purpose is more than a statement on the wall. It’s a spark that, with the right practice, fuels clarity, connection and energy in leadership. For L&D, the challenge is clear:…
Does reaching the top of the corporate ladder really bring happiness in 2026?
Rochelle Trow argues that today’s senior roles sit at the centre of global turbulence, where pressure rarely eases and success no longer guarantees fulfilment. Drawing on research from WEF, Gallup and Deloitte, she explores cognitive load, organisational strain and why leadership development must build inner steadiness, not just outward skills. For decades, the message was simple: work hard, climb high, and life will feel better when you get there. Influence, control, reward. Success was expected to bring happiness. But in…
Starving for questions in the age of instant answers
Gargi Bhatt explores why disciplined questioning is making a comeback as work gets more complex and AI makes quick answers effortless. Drawing on Socratic dialogues, coaching and action learning, she shows how inquiry strengthens critical thinking, surfaces assumptions and builds reflective capacity, helping navigate uncertainty with clarity, curiosity and courage. In a world obsessed with having the answers quick, clear, and confident, there is something quietly revolutionary about not knowing. As organisations grapple with rapid change, complexity, and the uncomfortable…
How one council made training measurable, strategic and value-led
Martin Furminger explains how a UK council adapted the Systems Approach to Training to build a structured, flexible learning system aligned to its People and Culture Plan. He shares how analysis, design, development, implementation and evaluation create measurable impact, improve governance confidence and shift culture from ad hoc to planned. The Systems Approach to Training (SAT) was developed in the 1960s and ‘70s for the US Department of Defense. It was later formalised by NATO and has become the gold…
DEI in 2026: From ambition to action and compliance to competitive advantage
DEI in the UK is shifting from policy to practice. Sandi Wassmer argues that in 2026 inclusion will be built into organisational infrastructure. Leaders will be held accountable and employee experience prioritised over optics. Psychological safety and robust data will guide action, proving inclusion’s impact on performance, retention and resilience. Diversity, Equity and Inclusion (DEI) has come a long way in the UK since the advent of the Equality Act in 2010, and the past few years have seen changes…
Ready or not, 2026 is the year of skills
AI is reshaping UK work, yet readiness is patchy and shortages still persist. Mark Onisk argues that 2026 demands skills-based workforce orchestration, tighter skills governance, smarter AI-human collaboration and scaled leadership development. Organisations that embed learning in the flow of work and prioritise high-impact skills can turn disruption into advantage. The UK workforce is at a turning point. AI is reshaping roles, but adoption and readiness vary widely across sectors. Skills England warns of persistent barriers, including low foundational literacy,…
Strategic communication is not soft: Why L&D needs a strategy before silence sinks change
Steve Macaulay and David Buchanan argue that strategic communication is a core capability, not a soft skill, and L&D and HR must build it for change. From a gym takeover that went silent to practical steps on timing, channels and feedback, they show how two-way messages protect trust and performance. Communication needs to be managed strategically, and HR and L&D must embed this as a core capability. Strategic communication is the purposeful use of communication by an organisation to achieve…
Learning sticks when it’s shared: Why human learning communities more vital than ever
Samantha Hall shows that workplace learning transforms when people feel connected to others. She explores how communities spark joy, build psychological safety and accountability, surface tacit knowledge, strengthen culture and resilience, and keep development alive long after formal sessions, especially as AI speeds up access to information but not belonging. In my work as a Talent Development Manager, and in my spare time running a sober community (Sober Circle), I’ve seen first-hand how powerful community can be. Whether it’s colleagues…
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