Training Industry Magazine - September/October 2017 - 35

5 WAYS TO CONTROL
THE CONVERSATION AROUND
OUTCOMES (NOT DELIVERY)

YOU CAN'T RECOMMEND
WHAT YOU DON'T KNOW.
* A video could be a great way to
introduce the product, but producing
one could be expensive and using it
to train on skills may not be the way
path forward. Could we use video
to call out specific behaviors on the
job or capture testimonials, and then
craft a learning experience in which
they can apply those behaviors?

STEP
TWO

DETERMINE IF IT'S A REAL
GAP IN KNOWLEDGE,
SKILLS AND ABILITIES, OR
SOMETHING ELSE.

If you can guide the conversation around
tasks and outcomes, then allow the
tasks and outcomes to do the talking.
For example, let's say during analysis
you found that top performers who
were selling the newest product could
confidently use competitive intelligence
and proactively position the newest
product against the competition,
whereas average and low performers
were unable to defend against the
competition. That's a gap.
If during analysis, the issue is something
else (e.g., product overload, low
motivation/incentive
for
selling,
ineffective systems/tools, etc.), then
training is not to blame. And regardless
of the technology used to deliver it, the
business issue will persist.
STEP
THREE

ENGAGE WITH THE
TECHNOLOGY.

You can't recommend what you don't
know. Go to trade shows and experience

these new learning technologies first
hand. Many of these platforms have a
free personal use account - download
it and figure it out. Once you do, the
benefits and drawbacks of many of these
platforms become rather evident.
STEP
FOUR

KNOW WHAT'S
AVAILABLE TO YOU.

Even if you learn about these
technologies, the cost or effort may
be prohibitive, especially in larger
organizations. Regardless, allow the
original gap and outcome to drive the
technology innovation options that may
be available to you.
Are there apps that individuals can
use to record videos of themselves
roleplaying their positioning statement,
and then send out for others to rate
and evaluate? Yes. But what if your
organization isn't willing to invest?
Can you find an alternate way to
create a similar experience? The lack of
investment doesn't impede the ability
to create an experience in which a
learner takes a video of himself using
a smartphone or tablet practicing a
positioning statement and sending it
out for others to review.

STEP
FIVE

PROVIDE OPTIONS
THAT ADDRESS THE
TASK THAT PRODUCES
THE OUTCOME.

Offer your business partners options.
You might be surprised they are willing
to pilot a new technology if you are

1

If you see something,
say something.

2

Determine if it's a REAL gap in
knowledge, skills and abilities,
or something else.

3

Engage with the technology.

4

Know what's available to you.

5

Provide options - all options
should address the task that
produces the outcome.

able to articulate the costs, real and
perceived, and the work involved
to deploy it. At minimum, if your
business partners aren't ready to
commit, you already have an alternate
plan that is creative!
SUMMARY

These five steps won't prevent your
business partners or peers from
wanting to chase their inner-squirrel
and jump on the latest and greatest
technology bandwagon to drive
their decision-making. But applying
these steps can propel you to trusted
advisor status with them because
you remain focused on improving
performance outcomes. It's exhilarating
when learning organizations can use
technology to enable people to do
their jobs and drive business results.
But there's always more than one way.
Sometimes, a quirky QR code can get
the job done too (even though I'd much
rather use AR).
And wait ... is that a new app I saw on
how to deliver training...
Britney Cole is a learning strategist with
GP Strategies. Britney provides thought
leadership on the concept of Learning
3.0, learning architecture, leadership and
professional development, and experiential
learning via technology. Email Britney.

T R A I N I N G I N DUSTR Y MA GAZ INE - STRATEGIC ALIGNMENT 20 1 7 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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Table of Contents for the Digital Edition of Training Industry Magazine - September/October 2017

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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_spring2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_winter2023
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_fall2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_summer2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_spring2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_winter2022
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20210708
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200506
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190506
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180304
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https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20171112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170708
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