Miriam Taylor (MT) and Jerry Zandstra (JZ), Senior Director of Learning at Ingenuiti, explore the qualities that define forward-thinking leaders. Together, they examine how these leaders anticipate industry trends, embrace technological advancements, and address the shifting demands of a dynamic workforce. Their engaging discussion probes whether innovation is merely an advantage or an essential cornerstone for effective leadership in Learning and Development (L&D).
Miriam Taylor (MT) What does it mean for a corporate learning leader to be an innovator who can see around corners?
Jerry Zandstra (JZ) The expression “see around corners” has been around a long time. People who have this ability can usually see things coming before the rest of us. They have a strong sense of anticipation about the things to come. It doesn’t mean they are always right, of course. But they are constantly looking into the future to look for trends and trajectories.
In the corporate L&D setting, I think it means at least three things. The first is carefully observing and anticipating industry trends. What are other people doing? Who are the forward thinkers and what are they seeing and saying?
The second is paying careful attention to technological advances. Artificial intelligence is sucking up all the oxygen in the room right now, for good reason, but where is it heading? What else might be on the horizon?
The third is changing workforce needs. Baby boomers are moving quickly into retirement. Job requirements are constantly in flux. Companies are more competitive than ever which means employers have to upskill quickly and provide opportunities for their current workforce while also attracting new talent.
These three are certainly having an impact on our organizations’ L&D strategies. People who look carefully into the trends and future of each will be highly valued by their companies.
MT: Why is this foresight essential for effective L&D?
JZ: Strategy inherently involves the future. I can’t imagine many people creating strategic plans that mostly involve keeping things as they are. People who develop the talent of seeing what’s coming in the future are able to incorporate them into their strategic plans. They are on the lookout for challenges that they see coming and opportunities they want to take advantage of. Done well, they are essential to ensure that their organization’s workforce is equipped with the skills, knowledge and opportunities necessary to remain competitive in a rapidly evolving landscape.
MT: How can L&D leaders develop this foresight?
That’s a great question and I like how you put it. I suppose the temptation is to assume that people are simply born this way. That has not been my experience. One of my graduate school courses was on being a “futurist” which, at the time, I thought was the strangest course title I had seen. But the professor talked about skill development. His technique was to read the big thinkers in a particular industry, attend conferences, read papers, and stay informed by networking with others. Data analysis is also a big part of developing foresight. It helps us see the emerging trends and patterns. Of course that means we have access to the right data and we have the time to do the analysis.
MT: What are some specific future trends that L&D leaders should be aware of?
JZ: The most obvious is artificial intelligence which, I think, everyone in the world already knows. I recently spoke to a colleague who had just returned from a multiple-day conference on AI and the future. Most of the presenters were from Ivy-league schools. His summation of the experience was that no one really knows where we are or where this is headed.
In other words, the biggest and darkest corner right now is AI. L&D leaders are mostly focused on how it will change what they do for a living and for good reason. But they should also be thinking about how AI will change what everyone does for a living. What AI skills will be needed in their workforce? What might their workforce look like in five to ten years? At this point, I don’t see clear answers to these questions, but they are questions we need to be asking now and with a great deal of intentionality.
MT: How can L&D leaders prepare their organizations for these future trends?
JZ: L&D leaders can prepare their organizations by building a culture of continuous learning. Now more than ever, lifelong learning is a base requirement for all employees. Learning strategy should include all sorts of creative and interesting ways for people to learn on their own and with others in their circles.
Investment in technology and the training needed to use it well is essential. For instance, a hodge podge approach to AI with everyone doing their own thing will not produce good results. Standards need to be created. Training should be made available. Working groups should be sharing what they are reading and learning and focusing on both the threats and the opportunities.
Finally, it is a good time to build strong relationships with other leaders in our organizations. What is the VP of operations seeing in her area? How is marketing changing in the face of ever-expanding social media? What is R&D working on and what skills might be needed to bring it to market?
MT: What are the potential challenges of trying to predict the future?
JZ: Well, the most obvious challenge is simply being wrong which is, of course, going to happen. Predicting the future is inherently uncertain. L&D leaders have to be prepared to adapt their strategies as circumstances change.
Another is putting all your eggs in one basket, which means being so sure that one thing is going to happen that you ignore all the other possibilities. This is easily done because we can become fascinated by something we think is going to happen and when it doesn’t, we are unable to pivot to what is actually happening.
A third is that being so focused on the future that the present is ignored. Being able to see around corners is not an ivory tower exercise. All of us have daily tasks we need to accomplish to keep moving forward in our organizations. The future cannot be brought in at the expense of the needs of the present.
MT: What is the ultimate goal of a forward-thinking L&D leader?
JZ: The ultimate goal of a forward-thinking L&D leader is to create a workforce that is agile, adaptable, and prepared for the challenges of the future that have not yet arrived but are coming. By anticipating future trends and developing innovative L&D strategies, L&D leaders can help their organizations thrive in the years to come.
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