L&D Professionals
TJ podcast: Building L&D influence in a changing world, with Don Taylor – episode 331
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 relationships, listening and human connection could matter more than ever. Key takeaways: Created by ChatGPT Podcast summary: Created by ChatpGPT Jo Cook is joined by Don Taylor to explore why showing value and building influence have become increasingly urgent for…
From awareness to action: Rethinking cyber training after M&S and Co-op
As cyber-attacks grow more sophisticated, organisations cannot rely on compliance training alone. Nick Petschek argues that L&D leaders must drive behavioural change through realistic simulations, cross-functional ownership and a culture where employees feel urgency, think critically under pressure and treat cyber security as everyone’s responsibility, every single day at work. Last summer we saw two of the UK’s largest retailers experience devastating cyber-attacks. M&S reported approximately £300 million in losses with empty shelves and online shopping services entirely shut down…
How to cut L&D costs without reducing headcount
If budget costs are looking imminent, rather than draw up a list of redundancies, Ryan Austin suggests looking to see where other costs can be improved. Explore three overlooked operational levers that can absorb a mandated cost-reduction target before headcount has changes, grounded in operational data from enterprise L&D functions. For three years, the L&D budget conversation has followed the same script: costs are flat or shrinking, demand is rising, and AI is supposed to close the gap. It has…
AI should enable your L&D goals, not hijack them
AI will not transform learning through technology alone, warns Gaurav Gupta. For L&D leaders, the real value comes from aligning AI with strategic goals, engaging practitioners in experimentation, and addressing employee fears. Success depends less on the tools themselves and more on the human behaviours, decisions and culture surrounding them. The race to adopt AI has hit L&D with full force. Organisations are investing heavily in AI-powered platforms, chatbots, and learning management systems. Yet, the return on these investments has…
Coaching’s identity crisis
The coaching industry may look fragmented and fiercely competitive, but Angela Cox feels it is better understood as a profession still evolving. As models multiply and practitioners adapt what they were taught, the deeper shift is towards more human-centred coaching that reflects the complexity of modern leadership and organisational life. If you ask ten people to describe what coaching actually is, you will probably receive ten different answers. Some will describe structured conversations focused on goals and performance. Others will…
Reviewers don’t become advocates, co-designers do
Ben Satchwell argues that review rounds create judges, not champions. Sending a near-final capability framework for comment builds critique, not ownership. Co-design brings influential practitioners into the room early, at key moments: framing the problem, shaping the structure, and testing reality. Shared authorship fuels advocacy, accelerating adoption more than perfection. Most capability frameworks go through a review round. The team drafts the framework, then sends it to a group of stakeholders for comment. The feedback comes back, some of it…
How L&D can build the agility that AI adoption demands
As organisations race to adopt AI, Tristan Boutros argues that technology alone is not enough. Real progress depends on agile learning cultures, adaptive talent and psychological safety. For L&D leaders, the task is to build human capability that helps organisations experiment, learn quickly and turn AI into long lasting value. Artificial intelligence is advancing faster than most organisations can comfortably keep up with. New tools promise efficiency and scale, but many AI initiatives stall, underdeliver or even quietly disappear. For…
AI is exposing L&D’s value problem
Generative AI is accelerating content creation, but Dr Ravinder Tulsiani argues that speed and volume are not the same as value. For L&D, the real opportunity is to move beyond mere output and focus on capability, judgement and measurable performance change, especially where organisations need stronger human decision-making most. It’s a moment many of us will recognise: A well-meaning stakeholder asks for a new learning module. The problem is described vaguely, inconsistent performance, missed decisions, something “not landing”. The solution,…
From intention to action: Designing behaviour that makes change stick
Don’t demand just willpower! This article draws on two Make Your Brain Work podcast episodes with Amy Brann and Dr Jessie Gulsin to explain why change snaps back to old habits. Learn how biology drives ‘resistance’, why environments beat motivation, and how L&D can use cues to make change stick. Most organisational change programmes fail not because people are lazy or resistant, but because they are human. Despite good intentions, behaviour often snaps back to familiar patterns, leaving leaders frustrated…
Designing resilience training that supports people, not broken systems
Resilience training needs better design if it’s to help rather than harm. Stephan Lendi writes that L&D teams should stop treating resilience as an add-on. Instead, Stephan promotes that we build programmes that strengthen individual capability, expose structural pressures and feed honest organisational insight back to decision-makers for meaningful change. In many organisations, resilience has become the default extra module in leadership and learning programmes. New conflict‑management course? “Let’s add a short resilience session.” Change workshop? “Can you teach people…
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