Many organizations are looking for “learning & development” or “training” specialists, consultants, managers, etc. Often, this is in response to high turnover. Unfortunately, the nature of learning causes a lot of disruption and discomfort, which too often result in a high turnover rate for this very role. While turnover is always a complex issue, I’m going to offer some observations from both inside and outside these situations.
1) Learning and development is vulnerable.
Anyone who chooses to enter a learning environment, or wants to develop new skills and capacities, is admitting that they are “not enough” as they are. Whether this admission is conscious or not, it is present and driving their desire or need to grow and change from what they are now. If this is not recognized and honored by the L&D “specialist,” chaos will ensue. Participants in learning enter the process in a somewhat raw, apprehensive state; if they perceive that this will be exploited for someone else’s benefit, they will shut down and go on the defensive. They will no longer be vulnerable and they will not longer be able to learn and develop. Trust is needed in their learning leader, which cannot grow if that role is seen as a “stepping stone” or a “added value” within the organization.
2) Learning and development cannot be required.
We’ve all experienced compulsory “education” with widely varying results. Somehow, regardless of the general failure of this mode, organizations continue to employ it for everyone from entry level to executive roles. I’ve heard from people required to attended a class or training that they “don’t need to learn this stuff,” basically saying they already know all they need. I’ve heard similar from executives required to participate in leadership development. I’m referring here to developmental learning, not training in systems, procedures, or processes that are necessary to accomplish work. Those who are already successful in their current roles must approach learning and development as an internal desire, not an external coercion.
3) Learning and development is independent of content knowledge.
This is a mistake many organizations make – from academia to global corporations. Content experts are positioned as “teachers” based on their expertise in PYTHON, astrophysics, statistical analysis, marketing, etc. Nurturing learning and development for others is a very different skill set, most of which are “soft skills” that are still undervalued, or even recognized, in most hiring processes. We have reliable research now that has shown “soft skills” to be what executives are missing in their workforce. Too often “rock stars” in a field are expected to be able to share their brilliance through teaching and developing others when this is not their strength or even desire.
4) Learning and development is alive.
Life doesn’t happen along direct plot lines or strategic plans, and neither does learning or development. While reflection and assessment can often discern a logical course or obvious pattern to past events, predicting and engaging with real change (which is what learning and development is) is messy. Some techniques work with some or most people, and totally fails others. Some people will pick things up quickly and changes in behavior and outcomes will be obvious and expected, and others will struggle and come up with completely unique outcomes that don’t show up for years. Within the learning environment - online or in-person - frustrating exchanges can bring both beneficial and disastrous consequences.
5) Learning and development happens.
Beyond our classrooms, LMSs, and workshops is a wide world in which human beings are learning, adjusting, changing, and developing in large and small ways every day. While an environment of trust and real inquiry can be created within a particular container, participants must occupy all the spaces beyond that container. What works and sticks in the particular L&D setting can be validated or completely undone by lessons beyond that setting. People and organizations who treat L&D as additive and controllable rather than transformative and unpredictable will find their efforts to implement change short-lived at best, and toxic at worst.
As with just about every project or program that fails, L&D efforts in any organization are doomed if they have breakdowns in communication and trust. Participants must hear and know that they can trust that their vulnerability and messiness is a respected part of the process of learning and development. Learning and Development cannot thrive in an environment that is like a factory geared toward “making better people.” L&D is a living expression of our human need to understand, make meaning, and feel part of something greater than ourselves. Without these awarenesses and behaviors, L&D in any organization – whether they are in the business of education, technology, retail, or philanthropy – will be a frustrating drain on everyone.