It’s an excellent Life is the very best holiday picture. This is not an opinion. This is a fact. And don’t come with Holiday, your Christmas Carol, Story, or even Die Hard. Done!
Besides being the very best movie It’s a superb Life is also. Uh huh. Yup. It is totally true.
Do not believe me? Well, let us take a walk in George Bailey’s shoes and see it is an excellent Life can offer L&D professionals with invaluable lessons that will allow you to start 2020 with a learning mindset.
Most L&D specialists –myself included–did not go to school to study adult learning. We were in the ideal place at the ideal time and had a set of abilities. But learning how learning at work works (try saying that five times quickly) on the fly can lead to some difficult lessons. We deliver solutions that make sense to us might lean on our personal experiences a bit and, as a result but not. New L&D specialists may operate within organizational silos and not associate with the larger community.
Eventually we find our footing. We start reading sites and attending webinars. We might have the opportunity to attend a conference or two and join in real life with our peers. We begin to realize the increased potential of our functions and how many ideas that are new are available for addressing performance challenges that are recognizable.
But following our brief stints of exploration and media, we return to the hectic day-to-day requirements of our functions. A new technology was found by you, however, compliance training needs to be sent by next week. A book was purchased by you, but a lot of meetings are being scheduled by job stakeholders and altering their requirements. You took pages of notes in conference sessions but there is a fresh on-boarding class coming in tomorrow and the LMS is eventually updating in fourteen days and the company is releasing a new product at the conclusion of the quarter, so each of the training has to become upgraded.
Our abilities as L&D experts could be evolving, but the same cannot be said of our mentality. L&D is a strange profession. Everybody seems to have an opinion on how we ought to perform our tasks. After all, everyone has been in the past to some kind of training or school. So they anticipate learning to look and feel like this adventure. They don’t understand how learning occurs in the context of the workplace, nor if they are expected to. However, this absence of mindset change is a major barrier to L&D transformation.
Ultimately, the purpose of L&D is contested. Workers need to be continuously chased down to complete training that is necessary. Stakeholders are unwilling to invest in new ideas and just continue requesting courses. L&D cannot pivot enough to keep up with the speed of business. So people start to look for options, whether they be business solutions that are unit-specific or things they can find online for cheap/free. And we start to wonder about our goal. Can we be order takers?
Saying that someone “can’t find the woods for the trees” is a bit trite, but it can frequently be true in L&D. We get so overwhelmed from the day-to-day of our problems that we can’t see the bigger picture. An outside perspective can be invaluable and open our eyes to the greater potential for workplace learning. It might come from a partner. It might come from an external “thought leader.” It could come as a consequence of linking directly with the employees we support. Regardless of source, this renewed perspective will help us think about the role we all play in today’s workplace.
In spite of a renewed mindset, we have to deal with everyday L&D realities. That is why studying the conversion is an iterative (but quick) process. We can share stories with key partners to influence their perception of workplace learning (while continuing to meet business requirements). We can introduce new approaches to show our expanded capabilities and show people that learning is not about course completions and test scores (while utilizing altered iterations of present and approved solutions). We can improve our dimension strategies to set a clear connection between learning (what we do) and performance (what they care about). In the end, L&D can start the dialog but studying transformation is about instruction and much more about organizational culture not as.
So what’s our story’s conclusion? How can we understand our transformation? What is our George Bailey “Auld Lang Syne” minute? Improved dimension is a critical element, as it is the only means to prove that what we do really have an influence on the company and individuals. I think transformation is apparent in our conversations.
We will understand the organizational mentality has changed if…
Stakeholders come for help to L&D, not training
L&D can recommend solutions that do not include courses
People are motivated and willing to Talk about their understanding
Workers have to be chased down to finish instruction
Before decisions are made, We’re involved in talks about employee enablement
We have a wonderful opportunity as L&D experts, an opportunity to influence people’s lives by helping them perform their work each day whilst also getting ready for what might come tomorrow. Just as Clarence the Angel said, “Strange, isn’t it? Every man’s life touches so many other lives. As we finalize our plans let us guarantee to do our very best to be there when people need us, just like the citizens of Bedford Falls were there if they were needed by George Bailey.