Training Industry Magazine - May/June 2020 - 13

JULIE WINKLE GIULIONI

PERFORMANCE
MATTERS

LINE OF SIGHT:
THE ULTIMATE LEARNING
TRANSFER STRATEGY

Time. Budget. Attention. They're all in
short supply in organizations today -
particularly when it comes to learning. As
a result, learning and development (L&D)
professionals are under constant pressure
to develop and execute increasingly
strategic approaches to drive behavior
change and improve performance.
These approaches involve generating
innovative content, creating engaging
instructional activities, and leveraging
cutting-edge technology that enables
access to development. And yet,
sustainable success may depend less
upon these outward features and more on
a subtle but essential strategy: Line of sight.
In the context of L&D, line of sight refers to
articulated and acknowledged alignment
between what people are learning and
critical business results and challenges.
Line of sight is key to both the transfer of
new skills, and practices to the job and the
leadership support required for success.
LINE UP YOUR SUPPORT
Line of sight is a powerful tool, because
it cultivates support throughout
the organization.
A clear connection between learning and
what matters most to the organization is
important to employees who must decide
how they deploy their limited energy, time
and focus. Articulating line of sight inspires
employees to actively engage.
This clear connection also inspires
managers to move from mere permission
to passionate support of training. Even

the busiest managers prioritize what they
anticipate will deliver results. Connecting
the dots back to business needs will
inspire managers to do activities that
ensure knowledge transfer: encouraging
participation, following up on the learning,
coaching, and providing recognition.
Line of sight is a powerful motivator for
executives. Senior leadership supports,
resources and enables what's vital to
drive results. When learning's connection
to business results is made equally clear,
it too receives attention and support.
DRAW THE LINE
Line of sight boils down to connecting
the dots between your development
efforts and what matters most to your
organization. Consider it a backwardengineered narrative that offers a
business case for your efforts.
Begin by taking advantage of the natural
line of sight that already exists as topline goals cascade throughout the
organization to divisions, departments,
teams and individuals. Then, work
backward from your learning objectives
or performance outcomes - clearly
articulating how people will behave
and perform differently - to how these
behaviors contribute to business results.
For example, if your organization wants
to enhance sales enablement, you can
draw a line of sight from listening skills
to a greater understanding of customer
needs to increase the number of
prospective customers in the pipeline to
increasing sales.

THE BOTTOM LINE
As a learning professional, you know
you don't have the time to offer training
for training's sake. We must externalize
this thought process, because for
line of sight to succeed, it must be
highly visible to others. Consider the
following to demonstrate the necessity
of your training.

ARTICULATING LINE
OF SIGHT INSPIRES
EMPLOYEES TO
ACTIVELY ENGAGE.
* Write course descriptions that place
business goals and challenges front
and center.
* Amend learning outcomes to include
the clause, "So employees will be able
to...," and overtly reference goals.
* Speak with executives exclusively
about business impact rather than
learning activities or technologies.
* Reference business goals and
challenges as context and use them
as a focus for practice.
Business outcomes may seem far
removed from your current learning effort,
but only until you consciously connect the
dots and create line of sight.
Julie Winkle Giulioni has 25 years of
experience working with organizations
worldwide to improve performance
through learning. Email Julie.

T R A I N I N G I N DUSTR Y MAGAZ INE - THE APPLICATION OF LE ARNI NG 2 02 0 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

| 13

https://www.trainingindustry.com/magazine

Training Industry Magazine - May/June 2020

Table of Contents for the Digital Edition of Training Industry Magazine - May/June 2020