How much can you earn as an L&D consultant

One of the hardest decisions in going independent is deciding your price points. Other consultants are reluctant to share their rates. Some will, and it can be an enlightening conversation.

So, to help those either in the L&D consulting space, or considering it, here’s my take on this side of stuff.

My standard day rate is £1200. That’s based on several factors. I can pay my tax and VAT bills from that. I can pay myself something from that. I can keep some money in the bank account. As a rule of thumb, I place 25% of the rate into a separate account to pay for VAT and tax.

That day rate, though, may not be work done in one day. Often its half day here, an hour there and some more hours in other places.

My half-day rate is £700 and my rate for an hour’s webinar is £350.

With each of these, I will nearly always include design and thinking costs. The rates for that are the same as the day rate. Want me for a day’s worth of work? That’s two days worth of design and thinking.

If I do associate work, that can vary a lot. £650 a day tends to be lower end, £1000 a day is the better end. Don’t forget with associate work, much of the client engagement side of life, and the winning of the work is already done by the lead consultant/provider. So although I may also include design work, it’s more about preparation of materials and any additional research I might need to do.

Also, I am really clear on the consultancy work I want to be involved in. I’ve done little training or facilitation work. Yes, the work I have delivered has involved doing training or facilitation work, but they aren’t the solutions I’m initially providing.

With a sales team I worked with it was about improving their team dynamics as a team. With a group of front-line workers it was about developing their resilience. With a group of instructional designers it was about upskilling them to learn about experience design.

And I’ve done a lot of webinars. But the topics have been quite clear – L&D technology, L&D strategy, emotional intelligence, positive psychology, wellbeing. Areas that I have specialty in.

It has been rare for me to have worked with one client and rely on them for either retained work, or ongoing work. That’s because I am not seeking to do repeatable work such as regular training. The work I tend to have done has been more for a clear purpose or scope, and once completed that’s no more work from that client. So my better revenue months have tended to be where I’ve been doing work for at least 3-4 clients.

Through the network, I was grateful for people letting me know about different opportunities for consultancy work. Many times I had to say no because it didn’t meet the work I wanted to be involved in. Where I did say yes it’s because I knew they would be getting my best thinking and my best delivery.

There will be, and there are, consultants who charge different rates. Some charge a lot more than I do. Some charge much less. There’s no rights and wrongs with the rates. It’s about knowing what you need to charge so you can cover normal day to day stuff.

I also haven’t discussed putting together proposals of work or responding to tender requests. I’ve tried both, and it’s not an easy world to navigate from a cost perspective. Typically work of that nature is longer form, and there is more budget available. However, you’re also likely to need additional help yourself to deliver the work else you’ll be doing a lot of hard work and juggling many parts of a moving project. And if not then you need to be cool with relying on that project to deliver for you just as much as you deliver for them.

As I now re-enter full-time work, I can put all this on hold and not have to think about it again for the foreseeable. I share the above to allow some more open conversation about this part of consultant living.


Exposure to different thinking

I’ve been to a lot of conferences and events with speakers over the last decade. I’ve heard from academics like Rob Goffee and Herminia Ibarra, entrepreneurs like Margaret Heffernan, journalists like Matthew Syed, researchers like Dr Tesia Marshik and Barbara Oakley. I’ve been to big expo events like CogX in Kings Cross, London, and the main conferences from CIPD, LPI and Learning Technologies. I’ve been genuinely fortunate and privileged to have had exposure to such rich and varied thinking.

I also keep an active social media profile across Twitter and LinkedIn, as well as write a regular blog. This has allowed me to hear from a range of practitioners and professionals across the HR sphere and other professions such as marketing, and the creative industries. I test a lot of my own thinking in this space and although I may write things with a clear stance, that doesn’t always mean I remain thinking in such ways. I try not to write ignorantly, but completely accept I write from a position of bias.

And I engage regularly with friends and colleagues on an array of topics as well as consume all the common forms of media out there from TED talks, to podcasts and YouTube videos as well as short form content on Instagram.

What I think is important in having had such exposure is being able to hold different levels of conversation and debate, and allowing my thinking to be tested. I’ve learned over the years that holding onto certain thinking, beliefs and ideas can work against me. For example, I didn’t go to the cinema by myself believing that it’s not socially acceptable to do so, even though I enjoy watching films on my own at home. I now go regularly on my own and I have no qualms about it at all. Or in believing that talent in organisations is only held by top performers, whereas we can never really know where talent lies in an organisation unless we cultivate and allow people to step forward.

One of my key concerns over the course of the pandemic has been seeing how limited the options are for being exposed to different thinking. The way of the internet in this day and age means you have algorithms working against you. When IG or YouTube identifies you’ve watched a particular kind of content, you are likely to be served similar content over and over, regardless if you want to watch/consume more or not. And because we haven’t really been attending events of any sort due to restrictions, we’re only ever being served content we’re already attuned to. We don’t hear alternate points of view, because the opportunities have been limited, and now we’re in a protected loop that we didn’t necessarily design.

I’m not writing with an end in mind, just a set of reflections that we’ve all been restricted due to Covid regulations, and as much as there have been direct impacts to health and mental health, we have also been impacted due to less opportunities for different thinking.

Leadership in public life is lacking

Elected public officials are given the mandate to improve things for others. That can look like a lot of things. Resolving hardship, better resources on the ground, improved housing conditions, better strategic policing and public safety, improving public health, taking care of the public purse, and so much more.

This current UK government seems to not be interested in improving anything that matters, and instead focusing on initiatives and policies that aren’t as important as other points of focus.

In almost any major department, there is such a lack of leadership on giving hope and vision to the public. Just what is Nadine Dorries delivering to improve entertainment, sports and culture? Selling off C4 doesn’t seem to be as hopeful or progressive as is being touted. How are we going to invest in and continue to support the arts and culture of the country?

What is the business secretary Kwasi Kwarteng doing for UK business? I’m a small business owner, and I couldn’t point to a single thing that helps me to know what the government will be doing to help my business thrive. I’m not waiting for them to do stuff either and experimenting in many ways for my small business to be a success.

How about the housing crisis in the UK? What is Michael Gove’s plan here? How are everyday Britons going to afford to get on the property ladder and build their lives in different ways? Related, what is being done for stronger infrastructure so these new schemes are not just delivered, but able to thrive?

There is so much focus given to cultural politics and identity politics in everyday discourse from these “leaders” and their colleagues in Cabinet, that it’s farcical. What are we meant to believe in for the UK? Where is the hope and the vision that leads us from wherever we are today, to a better tomorrow?

For all the talk and rhetoric of Brexit being good for us, the evidence to date seems to indicate that our lives have been made harder, and will be for some time to come. With a political leader who willingly lies to the House of Commons, and isn’t held accountable, what hope is there for political strength? The public can handle the truth, but with spin and lies being such a part of public messaging, if Brexit means harder times now for improved living in 10 years time, we should be told that.

We have incredibly smart and intelligent people who could create excellent policy for the UK if they were given the permission, autonomy and authority to do that. Instead, they’re given remits of work which doesn’t advance the country, and that’s just a dire indictment of the lack of ambition and leadership from our publicly elected officials. UK industry needs political leadership to truly unlock and allow innovation and creativity to flourish.

Since the vote for Brexit, we’ve had such a lack of high quality leadership. Instead we’ve had to deal with political parties embroiled in their own internal games and politics, while leaving the public left incredibly wanting. How different things could be for all if political power wasn’t the focus, and advancing / progressing the country were the genuine agenda.

New Voices in L&D – Qian Feng

We’re almost at the end of February and the end of the series in hearing new voices in L&D. This piece from Qian Feng is a great piece helping us to understand how to look past what are seemingly accurate problem statements and really examining the structures and systems which could be causing the issue instead. I have a bias towards systems thinking and Qian describes this really well below.

I don’t edit or amend the pieces being written for me. I’m not an editor, and that’s not something that matters for the purposes of this series. Each piece is submitted in the author’s own writing style. I’m also not fact-checking, unless there’s something that needs to be fact-checked.

Qian is a learning & development professional who is passionate about cultivating a culture of learning to unlock our collective potential. She has extensive experience building large-scale capability transformation programs for organizations in the life sciences industry. Qian just completed a Master of Design degree in Strategic Foresight and Innovation from OCAD University in Toronto. She gets excited about the intersection of learning, systems thinking, and technology. She is also passionate about helping organizations create meaningful and fulfilling work and always looking for ideas to engage people in learning.

You can connect with Qian on LinkedIn.

No Time for Learning: Are We Solving the Wrong Problem?

If you ask a typical corporate employee what is their biggest barrier to learning, you will probably hear something like “I simply don’t have time!”

According to a Josh Bersin study, “the average employee only has 24 minutes a week to learn”. And this was 2015 data. Adding 7 years of rapid digital adoption plus the unprecedented level of change and uncertainty catalyzed by the pandemic, this number is likely even smaller today.

No time for learning is one of the biggest challenges in corporate L&D today. As a L&D consultant, I hear this regularly from learners that I interview, as well as from L&D teams and leaders that I work with. Yet we know that in this time of skills gaps, the Great Resignation, widespread burnout, learning is more important than ever before.

So as L&D professionals, how do we address this challenge?

There are many great solutions that our industry has produced in the last few years. From Learning in the Flow of Work to microlearning, gamification to focusing on human-centered learning experience design, we’ve come a long way to making learning more engaging, embedded into day-to-day workflow, and digestible to meet the needs of our busy lives.

But are these solutions enough? Will we solve the problem of ‘no time for learning’ if we continue down this path?

My suspicion is no. Why? Because I’d like to think that ‘no time for learning’ is not the problem, it’s a symptom of many underlying problems in our work and organizations today. Unless we solve the fundamental problems that’s causing the lack of time for learning, our efforts will likely fall short to create long-term outcomes that we’re hoping for.

To illustrate this point, let me share a quick story.

Sometime in the 1800s in India, there was a problem: there were too many poisonous cobra snakes on the streets of Delhi, their population was growing rapidly and becoming a danger for people. So the government came up with a solution. They offered a bounty for every cobra caught and killed. This incentive worked well initially and the number of cobras on the streets started to decline. However, as time went on, the problem didn’t go away—instead, the number of cobras started rising again no matter how many dead cobras were collected. Why did this happen? Turns out that people started breeding cobras in order to collect the reward. And guess what happened next? The government stopped the bounty program. Cobras were now worth nothing, so the breeders set them free, leading to more cobras on the streets of Delhi than before.

This story, known as the Cobra Effect, is commonly used to illustrate the point that we live in complex systems. And in systems, problems don’t just get solved by applying a quick ‘fix’, because cause and effect are not linear. Sometimes there are unintended consequences to a seemingly perfect fix, especially when you add the test of time. In the cobra example, putting an incentive on catching cobras actually amplified the problem. So what should have been done? The key is to understand the fundamental problems underlying the symptom. What’s causing the rising number of cobras in the first place? Fix that instead.

It’s time to add systems thinking to our L&D’s toolbox
The point of the story is that we need to dig a bit deeper on the fundamental causes behind the ‘no time for learning’ symptom. I often hear the argument that because people are more distracted than ever, and have no time for learning, therefore we need to keep learning more bite-sized, more micro. I have no problem with bite-sized or microlearning, there are many great use cases. But at the same time, could we actually perpetuate the problem?

I don’t know the answer exactly. But what I do know is that we need systems thinking in our L&D’s toolbox if we want to find out how to help people invest more time in learning (because we know that those who spend more time learning on the job are more engaged, productive, and successful than those who do not).

Systems thinking helps us do that because it’s an entirely different way of looking at problems than what we’re used to. It focuses on looking at things as a whole as opposed to a collection of individual parts. It helps us understand the dynamic and complex web of systems that we’re all a part of every day and helps us see how things influence one another both in the short- and long-term. It helps us find the root cause of problems and come up with solutions that address them.

Let’s start with this tool: the iceberg model (a.k.a. causal layered analysis)
While systems thinking is a vast and rich discipline of its own with many tools and methods that one can spend a lifetime learning, I’d like to introduce a simple tool that we can incorporate in our L&D practices.

You may have heard about it before as the iceberg model. It’s official name is causal layered analysis created by Dr. Sohail Inayatullah. It’s a technique of breaking down the driving forces behind the symptoms that we see on the surface through 4 layers of analysis as shown below.

Going back to ‘no time for learning’ as an example, this is what’s happening on the surface (the top level). Going down a level, what are the trends and changes that have occurred? One possible answer could be that people are increasingly getting burnout, overwhelmed with the amount of changes in a particular organization while keeping up with the productivity level that’s expected. Now what’s the underlying structure that’s behind this? It could be that there’s a lot of process and system inefficiencies that’s causing people to waste time navigating the systems as opposed to doing actual work or developing themselves. Or it could be that people are not finding the learning offerings from this particular organization useful for their rapidly changing role. Then going down to the bottom layer looking at the deep beliefs or values people hold in the system, we might find that there’s a lack of culture of learning at this organization. While there are many learning programs and initiatives offered, speed and productivity are valued the most and there is lack of integration of the learning mindset/culture into the day-to-day work and decision making.

The root cause of ‘no time for learning’ can be very different depending on the context of the analysis. But with using the iceberg model, we can begin to see that simply making learning more bite-sized or engaging is not enough to address the root cause of the issue. This technique can be used in various ways such as in a needs analysis, or in the design phase of a learning program to ensure we are designing solutions that address the fundamental problem.

As a L&D practitioner, I think it’s crucial that we take a systems view in our work in order to generate real and long-term impact for our learners, our teams, and our organization. And I hope the iceberg model I shared above can be useful to get us started.

I’d love to hear your feedback on my thoughts!

New voices in L&D – Adam Meek

We continue our series of new voices in L&D with a really helpful and practical piece from Adam Meek. Adam is a Product Manager for a leading learning tech provider. Today, Adam talks through a variety of tools some of you may or may not have heard or considered, the idea here is to give an alternative not just because they are free but because some of them are even better than the paid-for options.

I don’t edit or amend the pieces being written for me. I’m not an editor, and that’s not something that matters for the purposes of this series. Each piece is submitted in the author’s own writing style. I’m also not fact-checking, unless there’s something that needs to be fact-checked.

You can connect with Adam on LinkedIn.

Alternative tools for L&D

I have spent the last 10 years of my career speaking to learning and development professionals and the last 5 speaking about learning tech. To some, this is a really boring subject and in fairness, it should be. 

Often the focus conversations about learning tech are what can the tech do rather than the outcome for your people should you do it.

This sort of message is not just heard in learning but also in marketing, communications, research, creative industries and other areas where the outcome is not always a specific metric.

So, this list comes with a word of warning, before downloading or signing up to any of the below going in with a clear outcome for you  (even if that outcome is for you to learn to use the tool and say you can do so) or your people (maybe testing an MVP) will leave you with a different opinion than going in to just poke around.
If you would like to learn how we do this in Tech, I would recommend reading inspired by Marty Cagan.

Types of tools
Open source: 

Software that is released under a license in which the copyright holder grants users the rights to use, study, change, and distribute the software and its source code to anyone and for any purpose. In short, free stuff, produced by people who are passionate about creating said stuff with the skills to do so.

Upside: it’s free and often direct replacements for other tools.

Downside: often the look and feel is an afterthought, this isn’t usually the place to find original ideas (but this is changing). Usually requires downloading and installing which can be tricky on corporate machines. 


A business model, whereby basic services are provided free of charge while more advanced features must be paid for. This can be online subscription services, in-app purchases or requiring the viewing of advertising to support the app development.

Upside: it’s free at least to start, these models are often browser-based so no need to download and the UI encourages you to complete your task.

Downside: It usually isn’t clear where you will be asked for money, you could spend time building something and then be hit with a bill when it comes to publishing/downloading it.

Data Monetised Apps: 

“If you don’t pay for the product, you are the product” Facebook, Google and Twitter are the best examples of this. 

Upside: they are mostly free, look and feel are excellent, ginormous budgets mean they create the best features and buy the companies that come up with original ideas before they can become competitors.

Downside: You feed the beast, type a product name and you will start to see adverts for that product appear when on the web elsewhere. 

I have previously written an article on this subject focusing on content creation here so this article will be focused on how you can create communities, analyse data, automate actions, host content, survey and even god forbid, make SCORM!


Open-source (if you host yourself) or Freemium

Anyone who has ever used Slack will feel right at home in Discord, for those that haven’t, think about if WhatsApp, Teams and Clubhouse had a baby and you would be close.

Starting out as a way for gamers to build a community around their games the features grew up when someone integrated Patreon to control access and this resulted in a boom of small communities for anyone to charge access to.
Now it’s a key source of income for most podcasts, bloggers, YouTubers giving them direct access to their fans without the noise you get on social media.

I look forward to the day consultant or consultancies advertise to join a patreon like a retainer for services. 

L&D use cases: 

Communities of practice, supporting a long-running programme, an alternative to teams, slack or Webex.

Alternatives to the alternative:

Terminal, Revolt, Telegram,



Bubble describes itself as a way to create a prototype and scale to a full-scale app without a line of code. It is as close as you can get to no-code software development although I think you would run into some issues if you end up with 100k users, setting up a small community even a self-registering community is just a case of editing some templates and hitting publish. No-code tends to rely on multiple vendors to make the more complex sites so if you talk about bubble you generally have to also talk about airtable, if bubble is the fancy front end you can click, drag and drop, airtable is the database that holds all the user record, interactions etc in an excel-like interface. 

L&D use cases:

Communities, restricting access to your IP, content delivery, mini-lms, data capture.

Alternatives to the alternative

Sotr, Bravo Studio, Quixy, Thunkable, Webflow, Carrd.

Data analysis

I am not going to assume anything in this section, data analysis is incredibly mature in some organisations and non-existent in others so let’s start with the basics and go from there. 



Calc is effectively a clone of Excel made by the open-source community because they were all so fed up of paying Microsoft for old rope. It used to be limited to open-source formats (not supported by excel) but part of the E.U. battle with Microsoft in the early 2k’s meant Microsoft made a switch from deriding open source community to fully embracing and even contributing to it on a regular basis. There are multiple versions of calc, LIbre Office and Open Office are the main ones people use.
For basic data manipulation, this will serve you well, it may not have all the bells and whistles Excel does, but then most of the bells and whistles excel does are done better elsewhere.

L&D use cases

Preparing reports, creating CSV’s, opening excel files without an MS subscription.

Alternatives to the alternative

Google Sheets, WPS spreadsheet, Zoho sheet, smartsheet.


Data analysis is a messy business, cleansing data, making sure its all in the right formats and then setting up pivot tables and whatnot to try and get all the data in the right place before you can click that magic chart button in excel….then after all that it does not work because of user error somewhere along the way. Days like that I will just chuck a file at data wrapper, it checks all different data, figures out what data is what and then applies the right formatting and gives you options to visualise it. 

L&D use cases:

Completion data manipulation, attendance record analysis, mail merge

Alternatives to the alternative

Trifacta, RapidMiner, Talend, Qlikview, Orange. 

Tableau Public


Not for the faint-hearted, this is a fully-fledged data analysis tool that will help you organise your data and create easy to understand visualisations. The learning curve is a bit steeper than the rest here but this is proper data analysis, there are tonnes of Youtube how to’s to guide you through and even more friendly forums. 

L&D use cases:

Visualising engagement data, analysing big data, presenting statistics

Alternatives to the alternative

Google charts, WebDataRocks, BIRT 

SCORM authoring

SCORM gets a bad rap, for good reason, it’s a millennial, 30+ years old and it’s showing.

This is not Cristiano Ronaldo at 31, winning champions leagues and scoring loads of goals, this is Wayne Rooney at 31, grumpy, difficult and has serious personal problems.

Anyway, what I am saying here is it takes a lot of work to make a good SCORM course, personally, I have given up, but if you are stuck with an LMS that only accepts SCORM and a subject that requires you to get that fabled SCORM completion status and no budget to get captivate or no will to give Adobe any more money then there are alternatives.



Free to author and the simplest way to create a SCORM, take a PowerPoint, click a couple of buttons make a quiz and you are done. If you have to, this is the way to do it. 

L&D use cases:

Compliance training, Elf and safety.

Alternatives to the alternative

eXeLearning is a genuine open-source tool but a lot less intuitive.

New Voices in L&D – Russell Woods

Welcome to week 3 of the series in New Voices in L&D. Today’s piece is from Russell Woods, Organisational Learning Partner at Aster Group. Russell shares his insights of his time in a leadership role, his transition to an L&D role and what he’s learning about how to pay attention to the learning needs of the organisation.

I don’t edit or amend the pieces being written for me. I’m not an editor, and that’s not something that matters for the purposes of this series. Each piece is submitted in the author’s own writing style. I’m also not fact-checking, unless there’s something that needs to be fact-checked.

You can connect with Russell on LinkedIn.

From leading people to supporting leaders: My key takeaways from the transition

The average age that leaders get their first leadership role is 32 years old. When I heard this research on a recent leadership course, I could see how that would be correct. What I heard next was worrying; the average age leaders start getting professional development around leadership is 40.

When I think back to when I started my leadership journey at the age of 23, that research would have correlated with what I have seen and my experience. I was passionate about building an organisation but didn’t have much of a clue about leadership or the critical practices that would set me off on the right foot with my team. We were a small sports organisation, so the first time I went on a leadership course was probably eight years after becoming a leader. Luckily the chairman’s passion for self-development through books rubbed off on me big time.

During those 17 years of leading the organisation, I went through many highs and lows as we grew rapidly. It was a steep learning curve in how to lead an ever-growing team. Many mistakes were made, some easier than others to learn from. It was when I realised how important it was to work on myself, to give me a fighting chance of building a successful organisation.

I had reached a point in my career where I needed a new challenge, and everything told me L&D was the path to take. I’m now six months into my new role working at a forward-thinking social housing association called Aster Group, as an organisational learning partner. This career change into L&D has been the right choice, I’m a learning nerd and the fact I now get to do things like reading articles, watching videos, listening to podcasts as part of the research phase of designing support is amazing.

My transition from being a leader to supporting other leaders across the organisation from an L&D perspective has been a huge and exciting learning curve, with some of my insights and learnings being:

Resources, Experiences & Sessions must meet a need and be useful

Why are some L&D professionals designing support that potentially doesn’t even meet the needs of those they are serving? From discussions over virtual coffees with LinkedIn connections, I was gobsmacked to hear that this was happening in some parts of the industry. How do you know if the support is relevant to the challenges leaders and colleagues are facing? Will they be inspired to make the necessary behaviour changes if it’s not relevant? Will they even bother to access it? If you don’t know the answers to these then you are just pushing content at your colleagues and the chances of it being impactful drops dramatically.

Part of the process of supporting leaders and colleagues that I am enjoying, and in my mind is crucial, is talking to leaders and their team members to find out about the challenges they are facing. Delving deeper into these challenges gives me a better picture of what support should look like. Furthermore, how to design it so it creates an emotional connection with colleagues utilising it, helping them see how it will have a positive impact. This is where it’s crucial to ‘Be More Curious,’ as Michael Bungay Stainer would say, ask more questions, to gain more data and insights into my understanding of their challenges.

Preventing my bias from getting in the way when supporting leaders

I must remind myself to keep my unconscious and conscious bias in check when supporting leaders. Due to my experience of leading an organisation, it would be easy for me to hear a leader’s challenge and think of the same or similar challenge I faced as a leader. The temptation is then to go away and design support that would have worked for me. It’s human nature, right? Hear the problem, jump back to my personal experience and ‘hey presto’; give them the answer. Unfortunately, most of the time it’s the wrong solution. I must keep it front of mind that what worked for me may not work for them. It’s essential to explore potential other ways or better ways to support them.

The importance of belonging as a leader

What do leaders need to succeed? A growth mindset and to be passionate about developing themselves and those in their charge is key. They need to ensure that they and their team are prioritising the big rocks each day to allow them to have an impact whilst ensuring they are aligned to the wider organisation’s objectives. Leaders need to be clear on their strengths and bring individuals into the team who add additional strengths that the leader does not possess.

There are many more factors that come into play in building a successful team, but only till I stepped into my new role, one within a much larger organisation, that I realised the importance of community for leaders. Some leaders are actively building relationships across the business, but it feels there is so much more that can be done to build a community where leaders are sharing their learning and challenging each other to improve through conversations.

Recently I set up and facilitated an Action Learning Set for a group of leaders. The objective was for one leader to come with a leadership challenge they were facing, and the others to come with a question each to challenge their thinking and perception. It was brilliant to see these leaders from across the business, many of whom did not previously know each other, having inspired discussions and using great questions to make others think in different ways. The leader with the challenge came away with new insights and ideas of how best to approach their situation, and it was all through having discussions with other leaders, not a learning session. The power of communities! We need to create more experiences for leaders.

I’m still at the beginning of my L&D journey, and even after 17 years in leadership roles, I still feel there is so much to understand and learn to keep improving. For me that growth mindset is a key ingredient in making an L&D professional and a leader effective. However, the challenge is instilling that mindset across every level in organisations. To reach a point where people are sharing their learnings. To have people staying curious that little bit longer in conversations, before jumping into the advice giving if even required. I’m lucky I am surrounded by a great forward-thinking L&D team, and I’m up for the challenge and raring to go!

If we are connected on LinkedIn, you’ll know I always like to share learnings from books, podcasts, and videos. I have found it incredibly useful to reinforce my understanding and the conversations that follow, so here are a few that have helped my thinking and understanding of L&D and leadership recently.


How People Learn by Nick Shackleton-Jones

Turn The Ship Around – David Marquet

Podcast Episodes

The Learning & Development Podcast by David James:

The Mental Fitness Podcast with Anthony Taylor

Learning That Sticks Podcast by Mark Williams