Historically, executives have always believed that some training is better than no training at all, which is both good and bad news for L&D. On the one hand, management will usually provide at least minimal support (e.g. budget, time, personnel, etc.) to cross training off the list without measuring any value. Unfortunately, whatever support L&D does get is rarely enough to maximize impact, or even provide any significant improvements. As such, L&D has become the line item that grows and shrinks randomly in the company budget cycle.
To change this mindset, L&D has to take opportunity to find the value that exists in that space between “training” and “no-training,” chart it, and prove it. This is non-negotiable. If you can't find That One Thing that comes out of your proposed model, solution, or tool, then it will be extremely difficult for an executive to support your plans.
3G’s and the LMC
Each of the nine sections of the LMC are interdependent with all of the others, but when it comes to making your case to stakeholders, they all play particular roles, clustering around the three actions you will need to take, called the 3G’s: Get Information, Give Information, and Gain Commitment.
Completing the first three components of the LMC—Customer Segments, Business Outcomes, and Customer Relationships—requires you to Get Information, data that you’ll need to use as ammunition.
After you’ve obtained the needed information and made your plans, you have to be prepared to Give Information—Value Proposition, Design, and Delivery—to prove to stakeholders that you have the solution to That One Thing.
Finally, the last three sections—Key Resources, Key Partners, and Cost Estimates—will help you Gain Commitment by laying out the details of bringing your vision into reality.
The next few posts will briefly overview each of the 3G's, enough to get your L&D department thinking about communicating its value strategically. If you'd like to learn more about how I apply the 3G's right away, drop me a line here, or leave a comment below.
In your conversations with management, the value gap can be used as a bargaining chip to take the first step in your road map. For example, it might take years to realize the maximum value of a new performance support technology or Learning Model, a time commitment that an executive may balk at. But it may be easier to get commitment for a small pilot project which will give you the data to prove the potential to close the value gap. From there, an executive will be much more likely to approve the next step.