LAMDA Solutions

The Current Situation

Many studies have shown that leaders often feel let down by their organisations learning and development offerings. Of 1,500 leaders surveyed from 50 organisations in a recent study, 75% were openly dissatisfied with their organisations L&D. This pairs with the response that 70% of employees felt that they did not have mastery of the skills which they need for their specific role. This paints a stark picture when we consider the result that only 12% of employees believe that they apply the skills which they learnt within their L&D programmes in their role.

Studies show that 1 in 4 senior leaders report that L&D programmes play a critical role in the outcomes of the business itself. This is surprising considering that one of the primary reasons quoted by senior leaders and HR departments, when asked why they invest in L&D, is to make team leaders and organisations more effective. Although individual growth and career progression is a worthy sentiment, this is very rarely given as the primary reason behind L&D programmes being developed and offered.

The first thing which must be acknowledged regarding L&D programmes within an organisation, is that the context sets the stage for both success and failure in terms of organisational change and evolution. Employees often cite context as providing the main barriers to implementing what is learnt within L&D programmes.

These programmes are often based around Key Performance Indicators (KPIs) and upskilling members of the team based on priorities which have been identified by senior leaders within the organisation. HR departments themselves often have KPIs themselves relating to hitting targets based around the number of employees participating within L&D offerings. Programmes are therefore developed using the priorities set by senior leadership and offered at times as a reactionary response to identified shortcomings, and therefore set within timetables laid out by the organisation.

Individuals who are then put forward or encouraged to apply for these programmes are also often those who have been deemed to have the “right” knowledge or skills in place to benefit from it. This almost ensures that there will be no organisational change, with the knowledge and skills being offered also not being covered at a time when it is the most relevant and applicable to the challenges being faced by the participants.

Organisations can also be guilty of not viewing themselves as a system of interacting elements, where roles, responsibilities and relationships are defined by the organisation itself. These evolve naturally due to the structure, processes, encouraged leadership styles as well as the HR policies and practices set by the organisation. Within this environment, individuals are expected to not only work and function, but accept that their growth is very much determined by the organisation itself. As a result, the approach to L&D often suggests that problems with efficiency and productivity lie solely with the members of the team, ignoring any acknowledgement of the fault lying within the systems and processes currently in place. This perspective needs to be flipped; senior leaders need to shed their bias towards the systems and processes they created or inherited and be open to critically reviewing them as a first step.

There are several aspects which need to be considered about traditional L&D programmes, first and foremost is the fact that it is very easy for people to fall back into their old ways of doing things. This is particularly prevalent when we consider L&D programmes looking to encourage change, as individuals who go through traditional training routes often have less power to change the systems surrounding them, than the system has to shape them and their way of doing things. When this is coupled with poor timing of L&D programmes, where the content is not applicable to the everyday practice of the participants, new habits and capabilities are not reinforced, reviewed or applied, and as a result these will fall at the wayside.

Consider this alongside the reported low importance which senior leaders place on L&D in terms of business outcomes, coupled with the high level of employees who do not feel they gain mastery of the skills needed in their job and then the low numbers who report that they apply what they have learnt in L&D programmes to their work. This suggests there needs to be a shift in the way in which organisations approach L&D; evolution and growth is essential to the continued success of organisations and L&D itself is an essential tool when it comes to both aspects.

How We Are Different

At LAMDA Solutions, we pride ourselves on providing a unique and superior approach to organisational coaching and development. Our approach is centred around the needs of the organisation, the leaders, and the team members, and is based on the latest research in cognitive psychology, leadership, and coaching. Our L-E-A-D-E-R framework, combined with our one-to-one coaching and organisational diagnostics, allows us to provide a customised and tailored approach to each organisation we work with.

One of the major benefits of our approach is its effectiveness in improving organisational performance. Research has shown that coaching and development programs can have a significant impact on organisational performance and productivity (Feldman & Lankau, 2005; Peterson, 2018). Furthermore, our focus on both the organisation and its stakeholders ensures that any changes made are sustainable and have a lasting impact on the organisation’s success.

Another benefit of our approach is its emphasis on collaboration and communication. Our focus on building high-performing teams and effective communication skills allows for greater collaboration and teamwork within the organisation. Research has shown that effective communication and collaboration can improve organisational outcomes, such as job satisfaction and organisational commitment (DeChurch & Mesmer-Magnus, 2010; Carmeli & Gittell, 2009).

Lastly, our unique approach provides a competitive advantage over other coaching and development programs. Our organisational diagnostics, combined with our L-E-A-D-E-R framework and one-to-one coaching, allows us to provide a customised and tailored approach that is specifically designed for each organisation’s unique needs. This ensures that the coaching and development program is relevant, effective, and has a lasting impact on the organisation’s success.

In summary, our unique offering provides significant benefits to organisations looking to improve their performance and foster a culture of continuous improvement, innovation, and collaboration. With a focus on the needs of the organisation, team members, and leaders, our customised approach ensures that the coaching and development program is relevant, effective, and sustainable.