I often speak about L&D professionals becoming part of the business, getting nosey and aligning ourselves with the goals of the organisation. Sometimes though, it’s hard to do. There are barriers, sometimes from the very stakeholders you need to get on board. If only they would! Life would be easier. You would get the support, encouragement and resources you need, when you need them.
So practically, how do you get them on board? A while back, I looked at Robert Cialdini’s 6 Principles of persuasion and thought it might be useful to apply them specifically to our profession and getting stakeholders on board:
- Reciprocity–“I do something for you, you do something for me”
So, a stakeholder approaches you to deliver something for their team and being a ‘people’ person, you agree, after making sure that they are clear on performance outcomes of course! Consider this, before you agree, tell them about that other stakeholder you struggle with, the one who is always putting your team down. Ask if they could put in a good word for you, if you deliver on what they want (they can use principle number 6 to influence that stakeholder).
- Scarcity– “Not much of this” or a limited time offer
Agree to deliver something, but within a specific timescale to fit in with other commitments. Ask them to get back to you by a certain date otherwise you will be busy ……do not make it up but share what your busy schedule looks like and that you have to prioritise.
- Authority– “We are qualified to do this”
In a social space for your organisation, do a “Spotlight on Katie” (other names can of course be used), where you describe the achievements and qualifications of your individual L&D team members. Change this once per week/month. Have posters with their qualifications and achievements in the training rooms
- Commitment –“Having agreed to this, can you agree to that?”
If there is something you would like a stakeholder to agree to, then first of all get them to agree to something small before you go for the big ask.
- Liking –“I will do it just for you”
Build relationships and rapport with your stakeholders and do it in a genuine way. Be interested, curious and approachable. People will help people they like!
- Social proof –“Others have done this”
Maybe you are trying to get your stakeholders to try new things and new ways of working but are meeting with some resistance. Find a stakeholder who is a willing guinea-pig and then use the story of how you helped them to adopt those new ways and how it benefitted them to win over others.
If you would like know more about getting closer to your stakeholders and being able to deliver learning with demonstrable value then you can order Krys’s book: “How Not To Waste our Money On Training”
On the 27th of March 2019 we had the first online meeting for the L&D Revolution. What an exhilarating and inspiring hour that was! Anyone interested in watching how it went, I will share the links at the end of this post. This post is about sharing the outcomes of the discussions we had.
People have been asking me “What is the revolution about?” and I covered that in a previous blog. It is something which has percolating over years and has also led me to write a book “How not to Waste Your Money on Training***”. It now feels like this ‘movement’ is gaining some momentum, as I speak to more and more people who are keen to improve the reputation of L&D by helping it to focus on performance and analytics. Two of my favourite topics!
Back to the online meeting, there were two key things we discussed:
- The link between learning and performance
- Data driven decision making and demonstrating value
Let us look at both in turn and extract the main points from the discussions:
- The link between learning and performance
It seemed to be widely agreed, that in order to have any sort of link between learning and performance, there has to be a strong connection between L&D and the business. It was also about a change in mind-set for L&D, shifting from being order takers to taking a consultative approach. Included in this link was also a desire to connect what was happening with data that was collected from numerous sources. Line managers have always been crucial to any lasting change in organisations and close links between L&D and line managers are essential if we are to observe improvements in performance as a result of learning.
Once L&D have made that shift closer to the organisation and its needs they can more easily distinguish between what stakeholders say they want (desires) and what they need in reality. This cannot be achieved without doing some sort of up-front analysis BEFORE and learning interventions are agreed. Part of that may well include really understanding the team strategies required to achieve the business goals.
It was agreed we are making a start but there are many things we can improve on:
- Being more rigorous about digging into underlying performance problems before jumping into solutions
- Defining clear outcomes and measures and challenging the business by using data to justify but also to persuade, where necessary
- Helping individuals and line managers see the clear link between their job roles and performance (individual and company wide)
- Become more creative in our approach by using other methodologies like AGILE
2. Data driven decision making and demonstrating value
There is so much happening out there, I am pleased to say. Some great applications of data readily available:
- Net Promoter Scores (NPS)
- Behaviour indicators
- Business indicators
- Employee engagement
- Learner and/or customer voice(s)
- Key Performance Indicators (KPI’s)
- Even Moodagrams (which I had never heard of before!)
With all this happening there is still room for improvement. By collecting data we will of course get better at providing that link between learning and performance improvements. Again a shift of mindset is required by L&D: to shift from trusted advisor to performance enabler and maybe even add a few business analyst skills for good measure.
If we thought this might be a bit much, then learning from other parts of the business might help, for instance marketing and finance are great examples. We are not alone in the business and need to become more integrated in our approach, starting those awkward conversations sooner rather than later and always asking why, why, why, why why? (5 why’s). If we do this up front along with a needs analysis, then evaluation will be a doddle, won’t it?
We then moved into a discussion on how do we drive this revolution forwards rather than watching the evolution happen slowly. In order to do this individually, there are lots of things we can be doing in our own organisations:
- More promotion or publicity about what L&D do and their successes
- Promote performance improvement rather than learning outcomes
- Be more AGILE
- Find out what the business does (ask daft questions)
- Use data to our advantage and be selective in what we or others collect
We also have some collective ideas on how to drive the revolution forward. Let me know if you would like to take part in those.
Here are some useful links:
Below is my summary from all the discussion points we had in the online meeting.
*** This is what Karen Grave, President PPMA (Public Service People Managers Association) says about the book:
“PPMA has been working with Krystyna for only a short time but we have already realised that she is an enormous asset to the field of learning. She has a natural passion and empathy for people, which she combines with creativity and an engineering background to help organisations focus on how best to deliver on training investment. Krystyna’s style is deeply engaging, laced with a lot of humour and a willingness to challenge the ridiculous. It’s a powerful combination. We love working with her and I have no doubt you will find this book a hugely interesting and impactful read.”
Do you suspect your budget is going to be wasted on training that isn’t really needed? Have you ever wanted to make the process more effective, but been so busy that you never get the chance to unpack what’s working and what’s not? Do you want to be able to demonstrate value to your stakeholders?
If you answered yes to any of these questions, then that is exactly why I’ve written How to Not Waste Your Money on Training. This book is a practical look at how you can avoid wasting money on training that may not be needed. It is also a valuable insight into how to find out hat the organisation really needs, and that might NOT be training!!
Before you buy this book, I would love to give you an idea of what you’ll get out of it, because your time is important to me. It is about how you can help your colleagues perform better, as well as measuring that improvement.
The book is for you, as an L&D professional, manager or stakeholder in any industry, if you are interested in aligning learning to what your organisation is trying to achieve. It will help you collect the right information to inform your decisions on what sort of learning is most appropriate (if indeed, it is even necessary). It is for you if you’d like to uncover and fulfil your organisation’s needs. It is for you also if you have some great ideas on how to do this, but need a little more clarity on how to piece it together. It is for you if you want to demonstrate the value of learning, but need to know how to embark on this journey or continue if you have already begun.
What you’ll get from this book:
- A simplified approach to uncovering what an organisation needs
- More clarity on how L&D can perform better by working with the organisation
- An approach to ensure tangible outcomes from learning
- Practical tools to help you and the organisation become more agile so that you can achieve your goals
What you’ll be able to do:
- Create a plan to successfully understand the organisation and get closer to what it really needs
- Create a plan for managing your stakeholders (and identifying them if you haven’t done so yet)
- Analyse the information you collect in a number of different ways
- Present your findings in a number of different ways
- Find the ‘story’ in your information to inform any decisions
- Make the link between the information you collect and analyse, and the evaluation process
If you would like to order a copy of the book, then you can do that here!
With 6 weeks to go until my book “How not to Waste Your Money on Training” is published, I will be sharing excerpts each week to give you a flavour of what to expect.
In a nutshell this is a “How-to” guide packed with practical activities and insights to help you avoid wasting money on training. Each week we will focus on a different aspect of what the book covers. I will also be sharing testimonials from some very eminent individuals who are happy to promote this book.
This week we have a testimonial from Don Taylor, Chair of the Learning & Performance Institute
“This book is packed with useful advice and insight into when formal learning is the right solution. Drawing on decades of practical experience, it explains clearly, and with practical examples, how to ensure training is deployed only when necessary, and to the greatest effect. Recommended reading for anyone in an L&D function, whether inside an organisation, or supplying services from the outside.”
Do you suspect your budget is going to be wasted on training that isn’t really needed? Have you ever wanted to make the process more effective, but been so busy delivering training or managing that you never get the chance to unpack what’s working and what’s not? Then this book will be for you. Part of the problem is that L&D is changing and has been doing for a number of years. Towards Maturity have spoken about the ‘New learning organisation’ but what does that mean? Does everyone know how to fit in and the part L&D plays?
In this month’s Trainer Tools podcast Kevin M.Yates and I speak about “L&D’s Identity Crisis” where we discuss how it has arisen and what we might do to counteract it. In my book, I have proposed that we need a new identity of the ‘new learning leader’ which fits in with what the ‘new learning organisation’ will need. Not only do I discuss how the new learning leader will need to be, but suggest some tools and activities that will help shape them and their practice
If any of this has resonated with you then this book is for you and please email to reserve your copy. We are in the middle of creating a webpage so please be patient with us while we get geared up!
So I am going to come clean. I have never really understood the difference between Learning and Development(L&D) and Organisational Development (OD). I have looked at the definitions of OD and thought to myself “So how does that differ from what I do?”. So I have hidden my ignorance and not really engaged in any discussions about the differences between the two.
Then last week I saw a post from Steve Benfield about what OD is really about and the difference between it and People Development. His definition:
“People development is about when there is an improvement to a person(s). A person can be exposed to an intervention (e.g. a training course, programme or event) designed to help that person make improvements – development! (It’s only the doing things differently that real learning can then take place).
Organisational Development (OD) is about developing the system of an organisation with the aim of improving the system. Just developing people, doesn’t necessarily mean that the organisation will improve.”
He then goes on to talk about how OD is linked to strategy, process and making a difference to the ‘system’, not just people.
My thoughts in response to this, have been about how I work with clients. I seek to find out what the organization needs as well as the individuals. First and most important (in my opinion) of the 5 secrets of Accelerated Learning are “Business-focused and learner-centered objectives”. Business focused, because if the learning makes no impact on the business then what are we doing it for? Learner-centred so that we get buy in and learning then accelerates through the organization.
So I get why Steve may say there is a distinction between People Development and OD, but L&D are changing. I spoke about L&D’s Identity Crisis in a recent blog and have been in many conversations about that urge to change with fellow revolutionaries in our LinkedIn group. It is no longer acceptable to design learning or training in isolation from the business. It is not acceptable to change individual behavior without a thought to the impact on the business.
So if that is the case, should we get rid of the distinction between OD and L&D? Is it helpful? Could we join forces and be one?
If you would like to read more about my thought on my approach to L&D then read my book “How Not To Waste Your Money On Training”.
I would love to hear your thoughts, really!