âIf youâve followed the 3G process, you should be well on your way both Getting and Giving Information. You should now have data relevant and salient to your audience, and woven a persuasive story to get them to the right conclusions. If youâve ever gotten this far with an executive or other partner, only to see the topic drop from their radar, it may be because you missed this week's topic: Gaining Commitment.
ââLast week we investigated what information you need to be armed with before presenting your case to management. But once youâve gotten your information, you have to be prepared to give it to the right people. Data doesnât always speak for itself, at least not in a language that will resonate with the intended audience. As a learning leader, you may be confident in the conclusions drawn from the data, but in the Give Information step, itâs your job to make your customers confident in the data as well.
In a previous post, I introduced the 3G's of gaining stakeholder buy-in for L&D's projects and transitions to new learning models. The first G, getting information, seems obvious, but too often, learning leaders donât fully complete the step and approach executives or key partners before having their case in order. This can be a fatal mistake to L&D's long-term plans, and I'd like to discuss how to avoid it in this post.
I often reference the influence of time when working with the Components of the Learning Model Canvas, particularly in Design and Delivery. However, the savvy L&D leader knows that âtimingâ is an important dimension as well. Kevin D Wilde, CLO for General Mills, recently wrote an article called Be a Master of Timing which described the key elements of timing:
Alarm bells go off whenever I hear instructional designers talk about adding interactive or engaging elements to eLearning. Should it be interactive and engaging? In theory, yes, but realistically, probably not.
Last post the Golden Thread outlined a way to represent the interdependencies of the LMC to executives. But building a visual aid and using it effectively are two different things. Gaining buy-in to a new learning model, solution, or tool requires finding âThat One Thing.â This might be a major company success factor, dominant buying motive, or personal pain point. Whatever The One Thing is for your business, it's up to you to identify and offer an L&D-based solution that will satisfy management.
If you have started drafting your own Learning Model Canvas, you probably have also discovered some of the challenges through trial and error, so great job! Itâs how most of us learn.
One of the most useful benefits of the LMC is to uncover the component interdependencies (CIs), critical connections between LMC components that can help you figure out how these components act together. When components align and support each other, we call that a "Golden Thread." Each model has its own Golden Thread based on the details of the Components.
In the Key Resources blog, I noted that money is essentially the key resource because itâs fungible into all the other assets you need to operate effectively. Learning how to deftly construct a budget for your learning programs not only helps you do more with less, but makes your case for more resources, too. The Cost Structure component of the Learning Model Canvas assists in organizing the tradeoffs that go into every budget.
In the last blog I discussed that Key Resources are a necessary component of any project, but they arenât always sufficient. Some assets are less tangible; influence, and the relationships to build that influence are important to keep a learning unit running, too. Weâve already looked at the demand side of the equation in Customer Relationships, and now we come to the supply: Key Partners.