There’s a symbiotic relationship between the choices you make in assembling your team and how serious the organization thinks you are about what you’re trying to drive. What kind of team are you building? Are they star performers who are functionally strong but weak in leadership? Do they set the tone for the culture you’re trying to create? Whether you’re the senior leader assembling the team or a member who’s serving on it, how well do your actions match your words?
The best leaders recognize that for development to be most effective, it needs to go beyond simply imparting skills to instilling a learning mindset. That mindset is accelerated when you, as a leader, model your commitment to continuous learning, and make it an ongoing part of the team’s work.
It is time we re-think the delineation between Human Resource Business Partners and OD practitioners, finding ways to leverage the strengths of each to advance our common purpose: improving the way organizations operate.