Key Insights From Professional Development

🚨 Uncomfortable insight: Most professional development fails not because it’s poor quality — but because it’s designed for listening, not changing habits. 🕔 We’ve all sat through it: 📊 Polished slides 🧠 Smart theory ☕ Survival coffee ➡️ Then the bell rings the next day… and nothing changes. After attending a recent COBIS - Council of British International Schools webinar, The Science of Instructional Coaching, led by Joshua Goodrich (CEO & Co-Founder of Steplab), a few evidence-informed insights really stuck with me: 🔍 Insight 1: The “knowing–doing gap” is structural Teachers don’t fail to implement ideas because they don’t care. Classrooms are cognitively overloaded spaces 🧠⚡ Without rehearsal and feedback, new practices simply don’t survive. 📉 Insight 2: Teacher performance plateaus are a system problem Research shows growth often flattens after the early years — not due to lack of talent, but because schools stop providing high-leverage developmental support ⛰️ 🪥 Insight 3: PD without all four ingredients has zero impact Education Endowment Foundation (EEF) evidence is clear: effective PD must ✔️ build knowledge ✔️ motivate teachers ✔️ develop techniques ✔️ embed practice Miss one, and it’s just “toothpaste stripes” — looks good, cleans nothing. 🎯 Insight 4: Coaching works when rehearsal is non-negotiable Feedback alone isn’t enough. Practising the move before the classroom moment is what turns intention into habit. My takeaway? If we want PD to change classrooms at 8am 🏫, we have to stop designing it for the hall at 5pm. The question I’m sitting with as a school leader: 👉 Are our PD systems built for comfort… or for change? 👉 Read the full iLove article here: https://lnkd.in/d8j7zUFC #ProfessionalDevelopment #InstructionalCoaching #EEF #COBIS #SchoolLeadership #TeacherDevelopment #EvidenceInEducation

Ikigai-Based Learning and Development is an insightful exploration of how the Japanese concept of ikigai—a life of purpose and meaning—can be applied to modern learning and development (L&D) practices. The book skillfully combines timeless wisdom with practical strategies, inviting readers to rethink how personal fulfillment and professional growth can work together in harmony. It is not just a book to read but a guide that inspires transformation in both individuals and organizations. The author thoughtfully breaks down the core principles of ikigai, going beyond the common portrayal of it as a simplistic Venn diagram. Through engaging stories, real-world examples, and well-researched insights, the book demonstrates how aligning passion, mission, vocation, and profession can lead to greater engagement, lifelong learning, and meaningful work. For L&D professionals, it offers a fresh perspective on creating programs that resonate deeply with employees. What sets this book apart is its ability to navigate complexity without becoming esoteric. The writing is simultaneously erudite and accessible, a testament to the author’s mastery of the subject matter. Concepts such as intrinsic motivation, self-determination theory, and psychological safety are seamlessly interwoven with ikigai, offering actionable insights that transcend cultural boundaries. Key Takeaways: 1. Purpose-Driven Development: The book underscores the importance of aligning organizational L&D strategies with the intrinsic motivations of employees. Purpose-led initiatives lead to more authentic engagement and sustainable performance. 2. The Four Pillars of Ikigai: By aligning personal and professional growth with what one loves, what one is good at, what the world needs, and what one can be paid for, organizations can foster unparalleled individual and collective flourishing. 3. Empathy as Strategy: The author eloquently posits that understanding and addressing employees’ ikigai is not a mere perk but a strategic imperative in the war for talent. 4. The Role of Leadership: Leaders are called upon to act as architects of environments that allow employees to discover and nurture their ikigai. This paradigm shift transforms leadership into an act of service, emphasizing empowerment over control. 5. Holistic Development Models: The book introduces innovative methodologies that integrate ikigai into competency frameworks, making development programs profoundly personal and impactful. For thought leaders in L&D, this book is a clarion call to move beyond transactional training models and embrace the humanistic ethos of ikigai. In summation, Ikigai is not just a book; it is an intellectual journey. It challenges us to rethink how we design, deliver, and evaluate learning experiences while championing the boundless potential of human purpose. It is a must-read for anyone seeking to push the boundaries of L&D and create truly transformative learning ecosystems.

Time for some "unlearning"? Everyone is talking up the need to learn new skills to future-proof our careers. Yet no one seems to be pointing out the importance of unlearning what might be holding us back. Staying up to date can make us more agile, employable and ready for what is next but it will not automatically fix an old or “broken” mindset. We need to rid ourselves of outdated habits, limiting beliefs and ways of thinking that no longer serve us. Otherwise, all the upskilling in the world will not move us forward. Unlearning is possible when we acknowledge that some of what we have learned is no longer fit for purpose. It starts with asking ourselves: “Why do I still believe this works?” Whether it is the way we lead, manage time or approach teamwork, many of our habits were shaped by past environments that might not reflect how work looks today. Staying curious and humble is also key. When we assume we have all the answers – or that experience automatically equals relevance – we close ourselves off to better ways of doing things. It also helps to surround ourselves with people who think differently. Different perspectives challenge our thinking.  Being exposed to other ways of thinking can gently push us out of patterns we did not even realise we were stuck in. Feedback plays a role, too, though only if we are willing to act on it. It is easy to collect feedback and do nothing with it. The harder work is hearing something uncomfortable, sitting with it and changing course because of it. Unlearning also has a practical element.  Sometimes just doing things another way – just to see – can change how we see the problem or issue. Whether it is delegating differently, changing communication styles or loosening control, experiments help us to test alternatives and gather new evidence about what works. And while professional development is useful, it is not enough on its own. Reading books, attending workshops or gaining qualifications will not mean much unless we take time to reflect critically on how we think and behave. Having a conversation with someone about our thinking can often uncover our blind spots. Simply hearing yourself explain why you do something in a particular way is sometimes enough to expose a gap in your logic or a legacy mindset that is no longer useful. And just like many people find it useful to make a to-do list, it can also help to write down the things you should stop doing. A regular practice of listing behaviours, habits or assumptions that no longer serve a purpose can be a powerful prompt for unlearning. Growth does not always come from adding more – it often starts with letting go. And while unlearning does not get talked about as much as upskilling, it matters just as much. Unlearning is what clears the space for real change. #learning #management #leadership #humanresources #aimwa Cartoon used under licence: CartoonStock

The Professional Development Trap — Why Learning “Outside of Work” Never Works A few years ago, I led a talented security team that was quietly burning out. We were solving the same problems, fighting the same fires. Every time someone tried to study or train, something “urgent” broke. That’s when I realized our biggest issue wasn’t technical debt — it was learning debt. Most organizations treat professional development as something that happens outside of work: Conferences once a year. Certifications on your own time. Courses after hours. Books on weekends. This sends the wrong message: learning is separate from real work. And in high-pressure environments, “real work” always wins. Here’s the truth I’ve learned: If learning isn’t embedded in operations, it doesn’t happen consistently enough to matter. The best teams don’t separate learning from execution — they make learning the work. What this looks like: ✅ Dedicated learning time is scheduled — not squeezed in. ✅ People rotate through domains to build perspective and resilience. ✅ Conference attendance is budgeted, expected, and shared. ✅ Internal knowledge-sharing is regular, safe, and valued. ✅ Study time counts as work time — because it is. When leaders integrate learning into operations, three things happen: 1️⃣ Capability compounds. 2️⃣ Retention improves. 3️⃣ Resilience increases. As leaders, we set the tone. If learning time on your calendar is always the first thing to go, your team notices. If you model curiosity and make your own growth visible, they’ll follow. In cybersecurity, learning isn’t separate from the operation — learning is the operation. Series wrap-up next week: How to assess whether you’re truly creating an environment where growth happens. Cyverity #ciso #leadership #growth #cybersecurity

The future of education depends on how well we invest in the people who deliver it. In today’s rapidly evolving educational landscape shaped by AI, digital tools, and shifting learner needs, upskilling our teachers and staff isn't optional; it's foundational. Here are some best practices we’ve found effective: ✅ Make professional development continuous, not episodic Ongoing, embedded learning (coaching, microlearning, PLCs) leads to sustainable growth, far more than one-off workshops. ✅ Leverage technology with intentionality Train staff not just how to use tools, but why, focusing on outcomes like engagement, accessibility, and personalization. ✅ Center learning on real classroom challenges Professional development must connect to what educators face daily. Relevance breeds retention and motivation. ✅ Create a culture of learning at every level When leaders model curiosity and openness to growth, it cascades throughout the organization. ✅ Elevate educator voice and agency Upskilling works best when teachers co-design their learning journeys and feel ownership of their development. What strategies are working in your schools or organizations? I’d love to hear your insights. 👇 #K12 #EdLeadership #TeacherDevelopment #LifelongLearning #ProfessionalGrowth #FutureOfEducation

What if the most important part of your development plan isn’t in a classroom? Professional Development Plans (Part 1) Performance reviews are behind us. Goals are set. And now . . . the Professional Development Plan. This is where many people default to the familiar — courses, certifications, training programs. It feels productive. It checks a box. But experience tells a different story. Looking back on 30+ years with Johnson & Johnson and the United States Air Force, I can count on one hand the number of formal training programs that truly changed how I showed up as a leader. Not because they weren’t well-designed — but because real life has a way of taking over. You return from a three-day program energized, full of intention. Then Monday hits. Inbox overflowing. Priorities competing. And within a week or two, those insights start to fade — replaced by the urgency of the day-to-day. What remains is often just a certificate. Here’s the shift that changed everything for me: Roughly 80% of development happens on the job. If you want to grow, look for ways to do the work before you have the title: 🔹 Want to lead people? Volunteer to mentor interns or new hires 🔹 Want to think more strategically? Ask to sit in on planning conversations 🔹 Want to influence better? Take on a cross-functional project Development isn’t something you attend. It’s something you step into. And one more development opportunity that’s often underutilized: Coaching. The right coach doesn’t just support your long-term growth — they help you navigate what’s right in front of you. Real challenges. Real decisions. Real stakes. That’s where development sticks. So as you think about your PDP this year, ask yourself: Where can I learn by doing — not just by attending? #coaching #leadership #development #LinkedInbyScottZ

Professional growth without personal development creates an imbalance that eventually shows up in how you lead. I once worked with a high-potential executive who had every certification you could imagine. His resume was impeccable, his technical knowledge unquestionable. Yet, he struggled to truly connect with his team. The issue was not competence, but depth. His growth had been centered on knowledge, not on self. This is a common trap for senior leaders. The higher you rise, the more you realize that technical mastery alone is no longer enough. What sustains influence and impact is the integration of professional capability with personal growth. Sustainable leadership rests on four pillars: • Technical mastery that builds credibility • Human skills that foster trust and collaboration • Self-awareness that anchors decision-making • Continuous feedback that sharpens perspective. When leaders strengthen themselves in all four, they shift from being managers of tasks to being catalysts of transformation. They do not just achieve more. They inspire more. The most effective leaders understand this truth: professional growth and personal development are not separate paths. They are two sides of the same journey. When you commit to integrating them, you expand your impact, elevate those around you, and build a legacy that endures.

Are you clear on your Professional Development URL? Unlearning, Relearning, and Learning (URL) is an essential part of professional development. When it comes to professional development, most people and most organizations have a one-track mind. There is an over-reliance on LEARNING and an under-prioritization of the other two important elements- RELEARNING and UNLEARNING. I think it was Alvin Toffler who first popularized the learning, relearning unlearning framework. It is an important one for organizations to understand because it explains why a blended approach to professional development is so important. Training should be accompanied by coaching and mentoring because individual coaching and mentoring supports the processes of unlearning and relearning in ways that group -based training can't. Organizations are very quick to look for training courses to expand or improve people's capabilities. But this isn't an effective solution when the the presence of restraining factors is stronger than the lack of driving factors. Restraining factors for professional development include knowledge, behaviours or mindsets that are outdated, ineffective or no longer relevant. Removing the restraining factors requires UNLEARNING...letting go of old perspectives and making space for new and improved perspectives. Those who receive individual coaching often say how effective it is in supporting unlearning. This might include bad habits that have crept in...like micromanaging or perfectionism!! RELEARNING is about revisiting and updating knowledge, behaviors, or mindsets that we may have set aside or forgotten over time. Coaching and mentoring others is a really great way to relearn. Mentors often find that the mentoring process holds great value in helping them relearn. It might be as simple as a chance to revisit processes they haven't considered in a while...or work on their active listening skills. What are your thoughts on learning, relearning and unlearning? How can organizations get better at all of the above? Leave your comments below 🙏 #traininganddevelopment #learninganddevelopment #unlearning #relearn #coaching #mentoring #employeedevelopment