If I had to boil down all my bluster and passion in this blog to a single core statement, it would be this:
Training, by itself, does not drive performance – it drives potential;
It’s funny how eight years of blogging can be boiled down into a single statement. Yes, it is only one statement, but it’s packed with a number of moving parts, and those moving part are loaded with a number of implications too – Implications that shape the future of an organization’s ability to sustain workforce capability.
A number of questions… at least to me and a few others with whom I network…come to the surface and beg for answers…not the least of which is:
Who owns the responsibility of enabling and sustaining workforce capability?
I doubt if a single L&D organization steps away from accepting this responsibility. Each would likely say,
“We’re ready! We own this! This is our turf!”
That’s commendable. Love the bravado! But I wonder…how many of those L&D organizations are not only “ready” but are at a “state of readiness” to effectively step up and deliver the mail.
I also wonder how many L&D shops have the chops… a clear sense of scope and charter necessary to sustain an effective continuum of learning AND performance that spans from “Point-of-Entry” to “Point-of-Work” in the context of their unique ecosystems.
I wonder what the answers might be to these questions:
- Are the right PEOPLE skills and expertise in place in the right roles?
- Are the right PROCESSES/METHODS in place that enable holistic discovery at Point-of-Work?
- Are the right CONTENT/ASSETS in the right amount & format to apply at the Point-of-Work?
- Are the right TECHNOLOGIES in place to enable Moment of Need access at the Point of Work?
- Are the right MEASURES benchmarked & tracked to confirm not only impact…but sustainability?
The ability to nail down answers to these questions represents minimum cost of entry for any L&D shop that has designs on fully adopting a performance paradigm.
Adopting a performance paradigm smacks of organizational change. Why? Because not only does L&D incur changes in approach, L&D’s constituency…from senior leaders to operational stakeholders…will incur changes that disrupt long-held beliefs like “Training Drives Performance!”
Scroll back up a reread the first line in my opening core statement…
The paradigm shift to performance is EXACTLY what the business wants and needs; however, the myth that training drives performance must be crushed first. That means:
- Stakeholder conversations must change along with discovery targeting root causes of performance gaps at Point-of-Work.
- Design methodologies become INTENTIONAL based on diverse attributes of Moments of Need and Point-of-Work
- Content/assets range from live virtual to video to passive micro to human/social collaboration based on attributes of Moments of Need and Point-of-Work.
- Technology ranges from end-user devices to learning experience to embedded DPS to address Moments of Need at Point-of-Work.
- Metric & Measures evolve and shift beyond the traditional scope of L&D data points to analytics revealed at Point-of-Work that reveal impact and sustainability.
Adopting a performance paradigm is not optional. Not “IF” you should…but “WHEN”…
Adopting a performance paradigm does not have to be painful.
Hear hard-earned wisdom…Just being ready…is not enough!
Do NOT confuse READY with READINESS – Invest in a Performance Readiness Assessment to identify your gaps and opportunities against the unique attributes of your learning and performance ecosystem.
Engage a Performance Strategy Coach to successfully assess readiness and plot a road map to adoption for a performance paradigm unique to your organization.