So, you’re in a new global learning and development (L&D) role. As you start having conversations with stakeholders, the complexity and enormity of your situation is sinking in. There’s good news: You don’t have to do everything at once.
Have you ever considered the competencies you need to perform your job effectively? Which skills are most important for training managers to develop, and how can you be sure you are cultivating them appropriately?
Running training like a business helps L&D organizations generate clear business value through everything they do. It means a transformation from a sluggish cost center to an agile, valuable and flexible cost service that internal customers gladly pay for.
Your team is growing, and your current managers are overwhelmed. You need to hire and/or promote more managers to support your team. Beware of your first instinct: to promote the best performer on your team or hire the first manager who seems capable.
Whether you are looking to enter the industry or make yourself more valuable to your company and earn a raise or promotion, this data will help you chart out a path to accomplish that goal.
Are you the new leader on the block? You probably know that you have to prove yourself before the other members of your team will accept you. The first few weeks and months in your new role is a good time to establish credibility and gain respect.
Agile leadership is not about the tactics, tools or techniques associated with agile methodology. To move in that direction, learning leaders must take steps to embody agile values in their behavior and to embed them into their team’s operations.
By showcasing the ROI of L&D and, in turn, proving its value as a function within the organization, internal champions can help learning leaders gain the executive support and buy-in they need to deliver learning initiatives that drive change.