![]() The long-term ramifications can severely affect your organization’s reputation, employee satisfaction, and competitive edge. Ignoring Learning and Development carries hidden costs that extend far beyond the immediate financial considerations. Missed Business Opportunities: When your workforce isn't equipped with the necessary skills or knowledge, you miss out on new business avenues, partnerships, and innovation that could propel your organization to the next level.Erosion of Employee Morale: Lack of investment in L&D can translate into a disengaged workforce, high turnover rates, and a toxic work culture that can derail any organization.Quality at Stake: When your team lacks proper training, the first casualty is the quality of your products or services, leading to unsatisfied customers and potential revenue loss.Operational Roadblocks: An untrained workforce is more likely to make errors that can result in operational inefficiencies, directly affecting your bottom line.However, some organizations are still reluctant to invest in L&D, often due to concerns about cost or time. In an age where agility and innovation are not just buzzwords but necessities for survival, L&D has a central role to play. Learning and Development is a Risk Your Organization Can't Afford to Take | Follow Vedang Vatsa FRSA It is the very root of intolerant behavior ("no way, I met a and they were ". It is primarily why we don't trust science ("who's this geek to tell me how I really am"). ![]() Work from home, leadership, meaning of life, burnout, career path, growing cats - "when I was young, (or two weeks ago), this and this happened to me so it is you who must be wrong if you claim that the rule is different."Īlmost impossible for us to detect and accept variations, exceptions, complications and complexity, anomaly, deviation, difference and dissimilarity, change, alteration - when our experience is firsthand involved. It's even worse: if it happened once to us, must happen to all, all the time. We are convinced that, if it happened to us, it must be universal, must happen to all, all the time. Our brains find it hard, close to impossible, to accept that our personal experience may not be the only way, may be anything short than universally valid. It's the simple things that create trust or break it. ![]() Observe, Trust has nothing to do with your skill, talent or performance. The moment you feel you are lagging, let your manager know so everyone can sync up For a 10 AM meeting, if you reach at 10 AM, you are already 2 minutes late. Honor time (and everyone else in the team) And what is it that you expect from your manager?ģ. Have a periodic meeting, every 15 days or at least a month to syncup what your manager expects from you. Have clear deadlines, regular updates on progress, and syncup. It's better to deliver what you promise, consistently, than to overpromise and deliver less. Never say "I was awaiting your revert on this". Never give your manager a chance to say "Why didn't you tell me this earlier?" ![]() Never hide problems, or mistakes from your manager. To improve the trust, here are 3 things you can do : But people with fixed mindsets find this thought discomforting. This is good for people with a growth mindset. Yes, it's the manager's responsibility to create a healthy culture, but that is not an excuse to blame it on managers when they start micro-managing you. It's your job to develop that trust. Not your managers. Trust is the root cause of micromanaging. a complete micromanager and a complete freedom provider.Īnd I believe it all boils down to a single thing. In my 10+ years of professional life, I have been both
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