TrainingZone

Resilience is often talked about as if it were a personality trait; some people have it, some don’t, and younger workers supposedly have less of it. None of those assumptions are particularly helpful. Taking a skill-based view of resilience helps clear up much of this confusion and provides a more practical framework for leadership and L&D teams. For us, resilience is not endurance, toughness or simply bouncing back.

The 2026 FIFA World Cup is underway, bringing together top footballing talent from across the globe. Managers such as Thomas Tuchel have taken a group of players, many of whom are stars in their own clubs, and asked them to adapt at speed to a new setup, new teammates and the pressures of a tournament that keeps changing shape as it goes. Of course none of this is left to chance.

Findings from our latest Skills Report 2026 reveal that while 83 per cent of leaders say they feel at least somewhat prepared to leverage AI and automation, nearly half also admit it’s their biggest skills gap. That’s a clear indication that organisations aren’t as ready as they think they are, exposing a mismatch between leadership confidence and workforce capability. Many businesses are investing heavily in AI tools and platforms, then calling this readiness.

Ask most organisations whether they take learning and development seriously, and the answer is almost universally ‘yes’. New research from Lyceum Education Group and FT Longitude, based on insights from 2,000 UK employees, suggests that on the surface, this confidence is well-founded. Employees broadly agree, with 79 per cent saying they would recommend their employer as a great place to learn. And 85 per cent say lifelong learning is part of their organisation’s culture.

I read a report recently that looked at how much leadership coaching is focused on developing strengths versus addressing weaknesses. There were some regional differences, and some of that may have been cultural, but for the most part coaching, certainly at executive level, appeared to focus on developing strengths. That got me thinking. There may be some obvious reasons for this. Coaches tend to be an optimistic bunch and may simply be happier working in that context.

As anyone who’s browsed the business section in a book shop can tell you, thousands upon thousands of pages have been published on management and leadership strategies. “Focus on strengths!” “RTO maximises productivity!” “Radical candour, radical focus, radical transparency!” There’s no doubt these and similar approaches have enriched the conversation around the evolving workplace.

According to the ONS, fewer UK workers are leaving their jobs than at any point in the last decade. Economists are calling it a sign of stability. I’d read it differently. Employees don’t always stay in jobs because everything is going well. Often, they stay because they don’t feel confident enough to leave, and that confidence gap exists because their employers haven’t invested in developing them. Businesses are sometimes mistaking tenure for loyalty, and that distinction matters.

Incorporating AI into L&D isn’t just a tactical move, it’s a strategic step toward building a future-ready workforce that can adapt, innovate, and thrive in a rapidly evolving environment. But to get the best results L&D needs to understand both how to use AI in learning and development and where AI’s limitations lie. For example: The opportunities to scale content creation and personalisation are huge. AI’s ability to automate routine tasks can free up L&D professionals for more strategic work.

The gap between what organisations need and what L&D can deliver is widening, requiring a fundamental shift from reactive to strategic. This is where learning agility comes into play. The numbers tell the story: 39% of core skills will need replacing by 2030. Skill half-lives have plummeted from 26 years to less than five. Meanwhile, 70% of employees are already using AI without formal training from their employers. The business case for learning agility is compelling.

There’s an estimated 5.5 million disabled individuals in work and about 20 per cent of the UK’s adult population are neurodivergent. The latter figure is actually likely higher due to those undiagnosed or unaware of their neurodivergence. Recently, we have seen an overhaul of the Disability Confident scheme, the introduction of ‘Right to Try’ to support disabled individuals into work and confirmation of upcoming disability pay gap reporting.