Nader Othman on continuous learning, empowered leadership and measuring the business value of L&D
Nader Othman
Group Chief Human Capital Officer, Al Faisal Holding
If we stop learning, we stop growing—and eventually, we risk becoming less relevant in a changing workplace.
In this Leadership Gazette conversation, Nader Othman shares why continuous learning is essential for remaining relevant, how his leadership philosophy has evolved towards trust and empowerment, and why learning and development must be judged by meaningful changes in behaviour, performance and business results—not participation alone.
1 . Why is continuous learning essential in today’s rapidly changing workplace?
Continuous learning is essential because the workplace is constantly changing. Many companies have disappeared from the market because they were unable to keep pace with technological developments and the skills required to remain competitive.
What worked five or ten years ago may not necessarily work today. New technologies, evolving ways of working and changing employee expectations mean that we must continue developing ourselves.
For me, continuous learning is not limited to attending courses. We can learn from colleagues, reading, asking questions, seeking feedback, dealing with difficult situations and even from our mistakes.
I believe that when we stop learning, we stop growing—and eventually, we risk becoming less relevant in a changing workplace.
2. How has your leadership philosophy evolved over the years?
Early in my career, I was very interested in different leadership theories: what distinguishes a manager from a leader, whether leadership is learned or inherited, and what makes someone an inspiring leader. Over the years, experience taught me that leadership is not about having all the answers, being extraordinary or trying to become an ‘inspirational leader.’ In reality, it is much simpler than that. For me, leadership is about building a strong team founded on mutual trust, empowerment and motivation. That relationship begins from the moment you select and build your team, and it continues even when the employment relationship eventually comes to an end. A leader should provide clarity while giving people the space to work, think, make decisions and even make mistakes—while still holding them accountable for results. Every person is different, so a good leader must understand when to guide, when to support and when to step back and allow people to make their own decisions. Today, I see my role as building a team that can succeed without depending on me for everything. More importantly, I believe leadership should have a positive impact on people’s lives. If people become better professionals, build stronger relationships and learn to create value for others through working with me, that development will ultimately be reflected in the quality of their work and the results they achieve.
3. How do you measure the impact of learning and development programmes on business outcomes?
Learning and development should not be measured by the number of training hours provided or the number of employees who attend a course. The more important question is: what actually changed because of the training?
The purpose of L&D should be to equip people with the knowledge, skills and abilities they need to perform their roles more effectively and achieve the expected results. Employees should not simply acquire knowledge; they should be able to apply what they have learned, improve their performance and ultimately make a meaningful difference to the business.
Every learning programme should therefore begin with a clear purpose and specific objectives. Before launching a programme, we need to ask: What problem are we trying to solve? What capability are we trying to develop? What should people do differently after completing the training?
Once the programme is complete, we must return to those objectives. Did employees acquire the required knowledge and skills? Are they applying what they learned in their daily work? Has their behaviour or performance changed? Most importantly, did the training solve the problem it was designed to address?
The business impact will depend on the programme’s purpose. It could include improved productivity, lower employee turnover, fewer mistakes, stronger customer satisfaction, better leadership or faster and more effective execution.
Measurement should also begin before the training—not after it. We need to understand the current position and establish a baseline. Only then can we compare the results following the programme and determine whether meaningful improvement has taken place.
For me, training is successful when it creates a visible change in people’s knowledge, skills, behaviour and performance—and when that change contributes to better business outcomes. Completing a training programme is not enough. Its real value lies in what people do differently afterwards and the results that follow.
Stay Ahead
Get exclusive interviews & award updates in your inbox
A global business magazine bringing you exclusive interviews, in-depth features, and stories on the leaders shaping industries worldwide.
Quick Links
Explore
© 2026 The Leadership Gazette