Training Industry Magazine - November/December 2018 - 9

GUEST EDITOR
LISA HUTCHERSON, CPTM

A SEAT AT
THE TABLE
We all long to be part of something larger
than ourselves. Whether we want to be
the creator and driver of an organization's
vision or we want to be behind-the-scenes
- everyone wants a seat at the table.
I have fond memories of Thanksgivings at
the kiddie table, longing for the day I had
a seat at the family table. When the time
came and I earned a seat, I made sure I
modeled the right behaviors to keep it.
Looking back, I now realize I was part of
something bigger. I was continuing in
my family's traditions and upholding our
family principles. My family's principles
created a strong culture that is cared
for and respected as if it were a living,
breathing entity.
Recently I was visiting with a colleague
who was struggling with getting a seat at
the table. Reflecting on my Thanksgiving
experience, I was able to share some
tips on how she could get a seat at her
organization's table.
IT STARTS WITH PRINCIPLES
Business principles are fundamental to any
organization's success. Adherence to these
principles takes daily discipline, passion
and mindfulness from everyone within
an organization. These principles support
the organization's vision and mission
statements, which typically includes being
the best at something. Inclusively, the
principles serve as a constant reminder
of the responsibility everyone has to hold
themselves accountable and acknowledge
that they have the ability to influence the
success of the organization.
The learning and development (L&D)
professional supports business principles
in a holistic manner. It is a unique
position that partners with executives,
managers and employees throughout the
organization to gain global insights into

departmental inter-workings, personalities,
strategies and initiatives, as well as
professional competency strengths
and developmental opportunities.
Correlating employee competency
and performance back to business
principles allows for training initiatives
to be developed in an unassuming
partnership with the manager. This
collaborative relationship helps to lay the
foundation for L&D to be part of the daily
organizational conversation.

WE ALL LONG TO BE
PART OF SOMETHING
LARGER THAN
OURSELVES.
BEING PART OF SOMETHING BIGGER
When you're creating or enhancing
the L&D strategic plan, you should
consider how the organization's business
principles can be incorporated in the
plan. It's important to highlight how L&D
influences the organization's internal
decision-making process and how it
supports the organization's goals, values
and competitiveness.
Collaborating at this level lays the
foundation to a partnership that celebrates
success, shows genuine vested interest in
departmental performance, allows for
respectful openness, and supports the
value proposition of what's in it for me.
A strong strategic plan eliminates the
order-taker mentality and makes way for a
proactive long-term action plan.
LOOKING IN THE MIRROR
L&D by definition is an organizational
activity that improves performance.

Ask yourself: do you have on-going
conversations in each department
correlating how L&D can help them
achieve their goals or enhance their team's
professional development?
Here are some thoughts to help you
further define how L&D impacts the
bottom line, employee performance and
departmental success. Is L&D:
* included in your organization's business
principles, vision and mission statement
and do they include a training
accountability measure tied to
performance;
* included in organizational projects
and strategic planning conversations
from the beginning; and
* regarded as a global resource that
can help identify trouble spots, offer
solutions and alternative approaches?
SECRET SAUCE
Mom made an amazing sauce that turned
a turkey into a celebration of flavor that
folks constantly raved about. Mom will
never reveal what is in her secret sauce,
except that it's made with constant tending
to and lots of love. L&D professionals are
like my mom, they are passionate about
tending to activities that impact global
strategies and results. They live, breathe
and own the responsibility to bring
together inter-departmental collaboration,
communication and performance. They
care for the organization's principles and
employees like mom cares for her secret
sauce. A seat at the table is waiting for you
... welcome to the table.
With over 20 years of financial services
experience, Lisa Hutcherson oversees training
initiatives for 900+ employees across the
country. Email Lisa.

T R A I N I N G I N DUSTR Y MA GAZ INE - THE MODERN LEARNING MINDSET 20 18 I WWW. T RAININGINDU S T RY . C OM/ MAGAZ I NE

https://www.trainingindustry.com/magazine

Table of Contents for the Digital Edition of Training Industry Magazine - November/December 2018