Join Ajay Pangarkar for an in-depth discussion in this video Leadership myths and beliefs, part of Gaining Internal Buy-In for Elearning Training.
- I come across many training practitioners who misunderstand or misinterpret what their business leaders expect from training. They believe or propagate leadership myths that continue to exist within the training community. I've categorized these preconceptions and myths into three areas. First, training, or any business activity for that matter, are essential. In reality, business leaders make decisions on the value activities add.
To ensure training adds value, make sure you assess training from a business perspective. This means your efforts should align and contribute to operational needs and demonstrate tangible performance benefits. Second, trainers believe business leaders aren't sold on training. Actually, your business leaders do see value in training. They recognize that it's the one activity providing value for their one true competitive differentiator, their employees.
Here's the thing. Leaders are sold on training conceptually. However, if you don't demonstrate tangible performance outcomes, they'll reallocate your budget to other areas actually delivering value. Prepare to answer questions such as, "Does my training effort make economic and business sense?" And, "How will it present tangible benefits?" Third, the training function is tactical, not strategic.
Your leaders know they can't let knowledge walk out the door. They recognize skilled employees offer competitive advantages for the organization. They know knowledge provides a strategic advantage, but are unable to see how training can play a strategic role. Training practitioners are desperate to be part of their leaders' strategy conversations. But to do so, training must itself think strategically.
This means first becoming a proactive operational partner rather than a functional afterthought, and second, developing integrative training solutions focusing on strategic outcomes. Your value is only as good as how well your most recent training effort contributed to business improvement. The more effective you are, the more you'll get noticed. Be consistent, and leaders will call upon you to participate in decision-making and strategic processes.
This partially acknowledges training's value. Leaders will fully acknowledge training efforts when you clearly answer in business terms they understand. The question to answer is convince us what training will do for the organization. When it comes to what leaders expect, don't always believe what you hear. Recognize how leaders perceive training's role within the organization and what they expect. They know training is essential, but it's up to you to prove them right.
This is your time to shine.
- Defining learning as a business activity
- Identifying the three primary stakeholders
- Answering questions from stakeholders
- Addressing operational concerns
- Leveraging RADAR to support elearning
- Overcoming challenges