.svg)
.svg)
The world of work seems to be changing faster than ever.
With evolving employee expectations, AI spreading into every aspect of the workplace, and our economy being even more uncertain than our train timetables, it’s easy to see why organisations are taking stock of how they operate. Leaders everywhere are asking: “How do we stay steady, while still adapting to change?”
The answer lies in a concept called stagility.
And this is where Learning and Development (L&D) plays a central role.
This is a balancing act: Agility without stability feels chaotic; stability without agility feels stagnant. (Try saying that three times fast…)
Stagility is the balance of these two concepts.
In practice, it means creating an environment in which employees understand the organisation’s purpose and direction (stability) while also equipping them to innovate when their circumstances inevitably shift (agility.) Thus, stagility is born.
When done well, it can help organisations:
For L&D leaders, stagility is a capability that should be cultivated across the workforce.
So how exactly do you do it?
Though stagility is a concept that impacts the wider organisation, it falls squarely within L&D’s purview.
Let’s break down how you can give people the skills they need to adapt while keeping their eyes on the prize.
It all begins with a sense of clarity.
New starters need to understand what the organisation stands for, and how their role fits into that. L&D can support this by weaving the company values and purpose into every stage of the learning journey, from onboarding materials through to leadership development content.
As employees begin to learn how their everyday work connects to long-term goals, change then start feeling less like disruption and more like progress.
Take structured storytelling as an example. Using this in leadership programmes or values-based learning campaigns helps employees connect to the bigger picture.
It’s been said that we’re currently in a skills-based hiring market. And the attitude towards skills-based hiring seems to have steadily shifted to place soft skills (like problem-solving and adaptability) in higher regard than hard skills like data analysis or digital fluency.
And agility is no different. It’s a skillset that can be worked at and built upon, comprising abilities like critical thinking, problem-solving, and collaboration… to name just a few.
And who’s responsible for skills development? L&D, of course – but they can’t do it alone.
To truly champion stagility, L&D needs to bring line managers on board and build a skills strategy that meets today’s needs while preparing for tomorrow’s challenges.
That could include:
L&D drives the “agility” side of stagility by helping people learn and adapt every day.
Crucially, stability does not = static.
Positioning learning as a continuous process – rather than an annual necessity to be wheeled out when the health and safety training needs a refresher – employees come to understand that their growth is expected and encouraged. L&D supports this culture by slotting learning into the daily flow of work.
What does that look like in practice?
Well, modern platforms and tools make this possible (especially if they have an accessible mobile app and microlearning modules that can be completed quickly), but it needs to be supported by cultural reinforcement. That starts at the top: Leaders need to model their own curiosity and celebrate experimentation.
Another balancing act: Too much structure in learning boxes people in; too much flexibility makes them feel directionless. Stagility means offering frameworks that provide stability and structure while still allowing room for personalisation.
For instance: Career pathways can outline the skills people need, then give them the freedom to decide how they’ll grow — whether that’s through experience or guided learning. This makes sure learning stays relevant to the business, but personal to the learner.
While stagility may feel abstract, we can see it in practice across multiple organisations.
Here are a few examples of it in action:
These examples show how L&D can turn stagility from theory into tangible results.
When stagility is achieved, the impact extends beyond employee confidence. Organisations see measurable outcomes:
For L&D leaders, this is the ultimate proof of value — learning isn’t just about skills, but about building an organisation capable of thriving in any environment.
At its core, stagility is about giving people the confidence to move through change without losing their footing. That’s where L&D shines — helping organisations stay grounded in purpose while staying open to what’s next.
Curious about how Thrive could support stagility in your organisation? Book a demo today.
Explore what impact Thrive could make for your team and your learners today.
%20(1).webp)
The world of work seems to be changing faster than ever.
With evolving employee expectations, AI spreading into every aspect of the workplace, and our economy being even more uncertain than our train timetables, it’s easy to see why organisations are taking stock of how they operate. Leaders everywhere are asking: “How do we stay steady, while still adapting to change?”
The answer lies in a concept called stagility.
And this is where Learning and Development (L&D) plays a central role.
This is a balancing act: Agility without stability feels chaotic; stability without agility feels stagnant. (Try saying that three times fast…)
Stagility is the balance of these two concepts.
In practice, it means creating an environment in which employees understand the organisation’s purpose and direction (stability) while also equipping them to innovate when their circumstances inevitably shift (agility.) Thus, stagility is born.
When done well, it can help organisations:
For L&D leaders, stagility is a capability that should be cultivated across the workforce.
So how exactly do you do it?
Though stagility is a concept that impacts the wider organisation, it falls squarely within L&D’s purview.
Let’s break down how you can give people the skills they need to adapt while keeping their eyes on the prize.
It all begins with a sense of clarity.
New starters need to understand what the organisation stands for, and how their role fits into that. L&D can support this by weaving the company values and purpose into every stage of the learning journey, from onboarding materials through to leadership development content.
As employees begin to learn how their everyday work connects to long-term goals, change then start feeling less like disruption and more like progress.
Take structured storytelling as an example. Using this in leadership programmes or values-based learning campaigns helps employees connect to the bigger picture.
It’s been said that we’re currently in a skills-based hiring market. And the attitude towards skills-based hiring seems to have steadily shifted to place soft skills (like problem-solving and adaptability) in higher regard than hard skills like data analysis or digital fluency.
And agility is no different. It’s a skillset that can be worked at and built upon, comprising abilities like critical thinking, problem-solving, and collaboration… to name just a few.
And who’s responsible for skills development? L&D, of course – but they can’t do it alone.
To truly champion stagility, L&D needs to bring line managers on board and build a skills strategy that meets today’s needs while preparing for tomorrow’s challenges.
That could include:
L&D drives the “agility” side of stagility by helping people learn and adapt every day.
Crucially, stability does not = static.
Positioning learning as a continuous process – rather than an annual necessity to be wheeled out when the health and safety training needs a refresher – employees come to understand that their growth is expected and encouraged. L&D supports this culture by slotting learning into the daily flow of work.
What does that look like in practice?
Well, modern platforms and tools make this possible (especially if they have an accessible mobile app and microlearning modules that can be completed quickly), but it needs to be supported by cultural reinforcement. That starts at the top: Leaders need to model their own curiosity and celebrate experimentation.
Another balancing act: Too much structure in learning boxes people in; too much flexibility makes them feel directionless. Stagility means offering frameworks that provide stability and structure while still allowing room for personalisation.
For instance: Career pathways can outline the skills people need, then give them the freedom to decide how they’ll grow — whether that’s through experience or guided learning. This makes sure learning stays relevant to the business, but personal to the learner.
While stagility may feel abstract, we can see it in practice across multiple organisations.
Here are a few examples of it in action:
These examples show how L&D can turn stagility from theory into tangible results.
When stagility is achieved, the impact extends beyond employee confidence. Organisations see measurable outcomes:
For L&D leaders, this is the ultimate proof of value — learning isn’t just about skills, but about building an organisation capable of thriving in any environment.
At its core, stagility is about giving people the confidence to move through change without losing their footing. That’s where L&D shines — helping organisations stay grounded in purpose while staying open to what’s next.
Curious about how Thrive could support stagility in your organisation? Book a demo today.
Explore what impact Thrive could make for your team and your learners today.
.png)
.jpg)
.jpg)
%20(1).jpg)
.jpg)
.svg)
.svg)