McKinsey published an interesting piece about the importance of developing people as we prepare to emerge from the lockdown. I’ve summarised their six ideas along with my own comments.
It’s clear that although there is a serious TO DO list below, the first thing for leaders to focus on is strategic thinking. Without taking time for structured reflection - to review change, assess reality and imagine a new future - leaders can neither set out an inspiring vision nor kindle the purposeful energy that drives people to develop themselves in the service of their organisation.
1. McK: Identify skills that your recovery model depends on. Focus on those that will ‘disproportionately affect and drive forwards’ the business.
HF: This assumes you’ve thought about your recovery model; this is surely the most significant piece of work you must do with your team. When you have a model, you can more easily pinpoint the skills needed to make it reality.
2. McK: Build employee skills critical to your new business model. Encourage ‘no regrets’ skillsets. However an employee’s role develops, they are likely to need:
Digital skills
Higher cognitive skills such as critical thinking, problem-solving and creativity
Social and empathy skills, to ensure effective team leadership and peer connection
Adaptability and resilience – many have been learning these skills in recent months.
HF: It’s a good time to check whether your current provision of learning and development meets the organisation’s needs. Are courses based on relevant models? Do providers connect with today’s learners and engage them effectively? Are long-standing tools (such as psychometrics) fit for purpose? What might be ‘nice to have’ for participants but actually offers less value for behaviour and skills development? How are you embedding training? How do you sustain motivation to learn? How do you know you get your money’s worth?
3. McK: Create tailored learning journeys to close critical gaps.
HF: Given that in-person workshops won’t be happening for a while, the creative use of online/platform learning combined with coaching creates tailored solutions. There’s a plethora of online materials and lots of eager coaches out there.
4. McK: Start now, test rapidly and iterate.
HF: Senior leaders have to get behind the execs who will make it happen. Changing the status quo of L&D is scary and perhaps risky, but if the boss is enthusiastic, then it becomes exciting and a great opportunity to role-model how to learn from experience.
5. McK: Think like a small company, be agile.
HF: I’m not sure about this suggestion. A lot of smaller companies are successful because they ‘stick to the knitting’ and don’t take unnecessary risks. Some medium companies are more willing to see failure as learning and to innovate quickly, in order to compete and grow – perhaps these are the better benchmark for larger firms who have lost some agility.
6. McK: Protect learning budgets. Improve the resilience of your learning eco-system.
HF: What could you liken your learning eco-system to? A prairie or a richly diverse rain-forest? Now is the time to spend money on re-seeding your development efforts. You’ll harvest the reward of more skilful and motivated employees in the next new normal.
Here is the McKinsey article in full. Contact me to arrange walking coaching and executive reflection sessions.