| | AUGUST 2024MANAGEHRMAGAZINE.COM8In MyOpinionSpeaking to leaders (or managers), I've heard statements like: "I'm exhausted," "Year on year, I'm expected to do more with less," "Pressure from the top is escalating," "my responsibility for developing others is greater," "HR & L&D teams are smaller or disappearing altogether," "my job is not what it used to be..." The pressure on leaders is mounting.Speaking to HR Directors, I've heard comments like: "Leadership effectiveness is our top priority," "Our managers are more critical to success than ever," "Leadership development is a strategic priority," and "We need to prioritize skills for leading effective teams and leading change..." Organizational reliance on leaders is escalating.Compared to individual contributors, the number of tasks, decisions, and complexity of leaders' responsibilities has grown twofold. This requires new skills. Liz Gottung (Former Chief HR Officer and Executive Vice President of Kimberley-Clark) warned, "We can throw all kinds of training at these managers, but we haven't solved the fundamental problem that they have too much on their plate..." In 2018, Josh Bersin coined the phrase "learning in the flow of work," which is simply an employee's ability to develop skills without disrupting work or adding to their workload. This is enabled through access to the right knowledge or opportunity at the right time.THE CASE FOR `DEVELOPING LEADERS IN THE FLOW OF WORK'By Maryna Matthew, Head of Learning & Transformation, Novartis Maryna Matthew
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