âWhat if you canât get the leadership of the different groups to agree on the priorities?â was the question that caused a palpable silence as HR and L&D personnel from a large enterprise customer exchanged uneasy glances about the âelephant in the room". â
Savvy learning leaders sell ideas and solutions internally. Donât call them sales people, but the reality is, learning practitioners are always selling; selling a vision, a learning experience, a learning tool to the stakeholders to get buy-in.
âUnderstanding and quantifying Scrap Learning is important. However, telling an executive you saved money is not exciting, and in some cases will result in a reduction of budget. Sure, saving money for the company can be the right thing to do, but what if there was a better way to repurpose savings to help the company make more money, and make you look like the hero!
One of the biggest L&D obstacles is getting executive buy-in and funding for learning initiatives, tools, and experiences. One of the best skills a learning practitioner can have is to influence without authority. It is also one of the toughest to master.
How does the modern employee feel about learning in the workplace? The team at Degreed seems to have a good idea, and a Slideshare presentation they posted recently sums it up well. A Degreed survey found 90% of employees would prefer their learning to be self-directed, rather than at HRâs discretion. And according to Bill Jensen and Josh Klein, up to two-thirds of employees report that they meet their learning needs by working around L&Dâs offerings. The Change in Control from the company to the participant has broken the monopoly on learning, and itâs up to L&D to adapt to the new environment.
âUltra-high-end retailers and restaurants donât always put a tag on their products, or prices on their menus. The attitude towards the customer is, âIf you have to ask, you canât afford it.â L&D has a similar relationship with its customers, but for a different reason: Internal customers might not ask for a price, because they assume L&D will work within whatever budget they already have. This is a problem because without understanding how much they would pay for a new learning feature or an experience, you donât really know how valuable it is to them. So ask yourself: If L&Dâs customers actually had to pay for a service or product, would they?
The Learning Model Canvas is a great tool to initiate tough conversations, but to give real weight to those conversations, you need to find That One Thing, the challenge or problem that can motivate your customer to action. You canât assume that you will simply stumble upon That One Thing; to find it, you need to be asking the right questions.