Lead with Learning: The case for embedding learning in our teams

I’m currently working on my next book, Lead with Learning: The case for embedding learning in our teams. It’s focused on the importance of moving employee and team development out of formal training and equipping leaders to coach and develop their employees. The most impactful learning happens when leaders create a team culture of learning. 

Every Friday, I post about my writing journey and progress. If you want to follow along, go to LinkedIn and follow #bookbyhannah and #leadwithlearning.

Training that Clicks: Virtual Design Playbook emerged out of the pandemic when we all  had to make the massive switch to virtual work and learning. Now we have embraced virtual work and learning but are still grappling with flexible work arrangements, in-office work and trying to keep employees engaged.

I find there are pockets where training was (understandably) moved to virtual quite hastily and needs a proper redesign, given we continue to learn virtually. I also find pockets of people who are asked to design training when it’s not a core skill set.

• They may be part of a team implementing a system upgrade and need to include training in the implementation.
• They may be in Human Resources in a small organization and, therefore, represent training but feel ill-equipped to design impactful virtual programs.

Training that Clicks is for these people. It outlines my design process and has QR codes to watch supplementary videos and download resources. Stories and illustrations throughout keep it engaging and easier to read.

To purchase a copy:

• Amazon.ca
• Amazon.com

In my work with leaders and learning and development professionals, I see the need for organizations to be more resilient and adaptable as we respond to constant change. I see leaders and their teams struggling to balance achieving results with the need to build cohesive, effective teams. I see employees disconnecting from work and quietly looking for other opportunities.

It is our ability to learn and adapt that will see us through. And yet, our advancements in training design only go so far in addressing the many challenges that leaders and their teams face. 

This paper highlights the need for organizations to move beyond formal training and foster a culture of learning on their teams by developing employees and equipping leaders. Organizations are made up of individuals – they will adapt only to the extent that their employees are able to do so. Leaders are the conduit to make that happen.

In today’s fast-paced business landscape, executives need to maximize organizational success and drive growth. This article sheds light on the three essential skills learning executives should develop in their Learning and Development (L&D) managers to achieve these objectives.

When L&D managers possess robust learning acumen, the organization benefits from alignment between business objectives and learning initiatives, resulting in targeted skill development and improved organizational outcomes. By honing their project and program management skills, L&D managers can lead their teams in designing and implementing high-quality learning initiatives that meet business timelines, budgets and employee performance needs. Finally, L&D managers with business acumen can articulate and demonstrate the value of the learning function within the organization in business terms that other functional stakeholders and leaders will understand and respect.

By recognizing and prioritizing these crucial skills, executives position learning as a key value driver and ultimately enhance organizational performance.