In fact, I apologise if I appeared to have favoured operational stats. What I was trying to say is that different clients have different needs.

I totally agree that L&D needs to pay more attention to the bigger picture and engage in strategic thinking. This underscores my view (and I’m sure, yours too) that while a trainer is a trainer, an L&D Manager is a business partner.

One of the criticisms I hear from many execs across any number of organisations is that their learning and performance staff become so preoccupied with the small picture that they seem to have no concept of the big picture, and an inability to step back and plan for medium-term, let alone long-term, strategic activity.

Often, when I ask how often these senior people speak to their L&D staff, the answer is “about never.” All of the L&D team’s time is spent with front-line or middle managers and front-line staff. No great surprise, then, that they have a narrowed focus.

This is where a good L&D manager comes in. They have the opportunity to build an environment where their team members are encouraged to keep considering the big picture and the wider environment their organisation must operate in, even as they plan to meet local needs. Of course, senior leaders also have a responsbility in this, in making sure the L&D manager doesn’t become disconnected from the things that are occupying the minds of the C suite – and this requires communication. Senior managers need to be able to give out some information, rather than just act as consumers of what comes in to them.

Wow, turned that comment into a blog post in itself. Sorry. Anyhoo, what I was saying was, good post.