Training Industry Magazine - January/February 2021 - 53

JULIE WINKLE GIULIONI

PERFORMANCE
MATTERS

THERE'S A NEW SHERIFF IN TOWN:
THE LEARNER'S SUPERVISOR

Learning and development (L&D)
departments were already traveling
the road toward massive innovation
prior to the cataclysmic events of
2020. But COVID-19, the migration to
remote work, and the complexities of
gathering people and hosting events
added urgency to the effort.
In response, L&D professionals have
become increasingly creative and nimble
in the solutions they deliver, allowing
learners to become more self-directed.
Self-service and on-demand alternatives
have grown exponentially. And how
many thousands of hours of instructor-led
training have been translated virtually?
The commercial training marketplace
has also responded prolifically, with an
explosion of mobile-first, elevated video
and audio experiences.

THE CURRENT REALITY
DEMANDS THAT
LEADERS STEP UP IN
NEW WAYS.
There has never been a better time to
work in the field of talent development.
In the future, this period will be looked
back on as a renaissance for learning.
Now is the time to address a persistent
issue that L&D practitioners have
struggled with for decades: Leadership's
refusal to accept responsibility and own
their role in achieving learning results.
We know that what a leader does before
and after training has a greater effect on

behavior change than what we do during
training. It's a hard truth to swallow given
the tremendous effort that instructional
designers, trainers and facilitators invest
daily in their craft. Yet, L&D practitioners
have graciously assumed responsibility
for outcomes outside of their limited
influence, answering for lackluster
behavior change and subpar return
on investment.
Given the increasing emphasis on
virtualand
technology-enabled
learning, L&D professionals are further
distanced from learners - reducing
even further the illusion of control
over outcomes. So, now is the time
to push back on the tradition of sole
accountability for learning outcomes,
educate organizations on what L&D
can and can't control, and announce
that there's a new sheriff in town. And
that sheriff is the learner's supervisor.
The current reality demands that
leaders step up in new and more active
ways. But, if they knew how to do that,
they likely would have already assumed
the role. Therefore, we must enable
this by offering leaders the tools they
need to support learning. That means
helping them:
* Understand what's being taught. While
it's ideal for leaders to experience the
training their employees go through,
that's frequently not possible. Offer an
easily digestible summary of highlights,
skills and behaviors. It could be a onepage document or a short video or
podcast. The form matters less than its
brevity, clarity and actionability.

* Prepare learners. For learners to get
the most from a learning experience,
they need to understand what's in
it for them and formulate personal
objectives. Create a script that provides
leaders a structure for facilitating
15-minute, pre-learning conversations
to set people up for success.
* Debrief learning. Even the most
powerful learning slips away quickly
if time is not taken to reflect upon
the experience. Distribute a list of
questions to leaders that they can use
to cement insights and ensure action.
* Recognize
opportunities
for
reinforcement. The key to sustaining
post-learning commitment is to
offer regular, targeted feedback and
coaching to employees. Before leaders
can seize opportunities to do so, they
must first recognize the cues. L&D can
help by outlining positive behaviors
that deserve recognition, as well as
examples of negative situations where
the absence or misuse of key skills
offers an opportunity for redirecting
feedback.
Imagine the results that will be possible
when your efforts are actively supported
by leaders who feel a deep sense of
ownership for the learning of their
employees. It's time to deputize leaders
to drive development, and welcome
them as the new sheriffs in town.
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 - VIRTUAL LEARNING I W WW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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Training Industry Magazine - January/February 2021

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