I was having a lovely email exchange with a person yesterday who has recently moved into learning and development management. She was explaining how she now needed to be more strategic, she has real plans for her company and she was so passionate about what she wanted to achieve. It was an inspiring exchange!<\/p>\n\n\n\n
It started me thinking about if I was in such a position again. If I wanted to develop a culture that was as performance focused as possible and able to demonstrate how it added quantifiable value to the organisation, what are the words or phrases that would most hinder that culture shift, and what would I seek to replace them with? How could I demonstrate clarity of direction? Here are my top five:<\/p>\n\n\n\n
Training Manager \u2013 that would be the first one to go. For me, the title signifies that the post-holder is purely focussed on what happens whilst a delegate is attending a course or undertaking an e-learning package. I\u2019d want to be the Learning and Development Manager \u2013 or even the Performance Improvement Manager \u2013 thus signifying that I have a proactive interest in engaging with the managers and delegates pre and post event, and ascertaining the value of our contribution.<\/p>\n\n\n\n
Abstraction \u2013 So often I used to be told at meetings that training was an abstraction, and the person making the judgment argued they couldn\u2019t afford such an abstraction (in some companies the word \u2018overhead\u2019 is also used). I would immediately retort \u2013 sometimes interrupting the person, especially if they didn\u2019t get the message the first time \u2013 that the learning and development that I managed and delivered was an investment (not an abstraction). If people get used to referring to your activities as an abstraction, the activities have the potential to become so. Take the opportunity to change the culture and make people think differently about what you are doing. Eventually others will call it an investment, and then you know the culture can change and you will be viewed very differently.<\/p>\n\n\n\n
Time Management Course \u2013 Why advertise that you are going to do something that is clearly impossible? Sailors don\u2019t claim to manage the tides, and weather reporters don\u2019t claim to manage the weather \u2013 we may wonder what planet they were coming from if they did. So what reasons do trainers and training managers have for claiming they can help people manage time? We know what the tides will do, and can see and feel (and predict to some degree) the weather, so we manage ourselves accordingly. The same goes for time. Call such events Task Management or Task Prioritisation Courses \u2013 you will be surprised how differently people think about the event from the outset, because you are being clear about what will be achieved. Have a look at all your offerings \u2013 do they really do what they say on the tin?<\/p>\n\n\n\n
Problem Person \u2013 I have often been faced with someone seeking assistance as they have a \u2018Problem Person\u2019 to deal with. I bet Carl Rogers turns in his grave every time he hears this. If people are viewed in this way, they will potentially always be a problem. Such an individual is a person. A person who has a problem \u2013 a problem which you may well be able to assist them with. Where the manager thinks they have a \u2018Problem Person\u2019 they will more than likely become one.<\/p>\n\n\n\n
Can you organise a (whatever) skills course, please? \u2013 The answer to this is \u2018No\u2019 \u2013 well not on this information, anyway. Operational managers are busy people and also may not be aware of all the ways that development needs can be met. You need to find out more \u2013 a lot more \u2026 how was the need identified, how many people does it apply to, how do we know it applies to all of them, why do all of them need it, what opportunities will there be for all these people to use the new skill, and so on. Get to the heart of the matter. You will receive so many ill-defined needs \u2013 and asking these questions (and others) will help generate a performance improvement partnership between your function and the rest of the organisation. And if you don\u2019t ask the questions, and the learning and development intervention doesn\u2019t work, the operational manager will make it public as to whose fault they think it is \u2013 and that will not do your culture shift (or reputation) much good!<\/p>\n\n\n\n
So those are my top five \u2013 are there any that you would add?<\/p>\n\n\n\n
Paul<\/p>\n","protected":false},"excerpt":{"rendered":"
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