As L&D professionals attempt to survive in a rapid-growth climate, it’s easy for us to lose sight of our priorities. Leadership demands massive amounts of content, without a bigger vision or context. The mistake we make is to take orders and build courses on the fly, trying to keep up with new roles and processes added almost daily.
L&D professionals need to be organizational strategists, not order takers.
It’s imperative that L&D professionals take the time to address the root problem by asking, What is the overarching goal that we’re trying to help the learner achieve? That is the moment for hopeful validation, where we can critically analyze learner outcomes and align them with business objectives. Why invest all this time and money into a learning initiative that’s not successful because it didn’t take the real problem into account?
If L&D professionals design a course based on content but never think about the context, there’s a very good chance that it will fail to affect any kind of behavioral change. What we will do is overwhelm the learner with too much information and miss the mark.
The context can change according to our goals and our learners on any given day. We have to be able to pivot or package content in a way that’s scalable. If we don’t take context into account, our efforts can fail.