Building A Training Culture

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

🔥 Here’s a beginner-friendly L&D secret no one really talks about: Learning doesn’t stick because the training was good. It sticks because the manager cares (among other things, but let's put those to the side for a moment!). You can build the world’s most beautifully designed workshop, but if the moment people leave the room their manager says: 🗣️ “Cool… now get back to work,” the learning evaporates in hours. Here’s why 👇 Managers control three things L&D often doesn’t: 1️⃣ Relevance: “Is this worth my time?” People apply learning when managers connect it to real work problems. 2️⃣ Opportunity: “Do I get to practice this?” No practice = no retention. Humans (most often) don’t learn by watching, they learn by doing. 3️⃣ Reinforcement: “Are we still doing this next month?” Skills decay fast when no one checks in, asks questions, or expects behavior change. And here’s the kicker: Most “failed trainings” aren’t learning design issues — they’re ecosystem issues. ✨ When managers: ✔ ask about what was learned ✔ assign stretch tasks ✔ observe behaviors ✔ give feedback ✔ celebrate early wins Learning becomes part of the job — not a two-hour interruption. So if you’re new to L&D, here’s a useful mindset shift: Don’t just design for the classroom. Design for the environment learning lands in. Because training is an event. Learning is a process. And managers are the bridge between the two. ⸻ What’s one thing you’ve seen a manager do that helped (or completely killed) the learning experience? 👇 Drop your examples — the stories here are always GOLD.

A learning organization is one where learning is BUILT INTO how people work, solve problems, share knowledge, and improve. Many companies claim to be learning organizations, but in reality, they often confuse training with true learning. They focus on courses and workshops but neglect the daily habits that drive growth... like reflection, feedback, knowledge-sharing, and collaborative problem-solving. Sound familiar? If so... Here are some ways to move toward becoming a true learning organization: 💡 Make learning visible. Start weekly team meetings with one question: What did we learn this week? Whether it’s from success or failure, small experiments or major projects-capture it, name it, and make it part of the conversation. 📢 Encourage challenges. Let people respectfully question the way things are done. Leaders need to show that it’s not only okay to ask “why?”- it’s welcomed. This is a great approach to build into your daily Gemba Walk! ⚠️ Use problems as lessons. Don’t jump to blame when something goes wrong. Instead, ask, What can we learn from this? What will we do differently next time? Make this a habit, not a once-off response in your 1:1's and everyday interactions. 📋 Make reflection routine. At the end of a project or during quality meetings, take 10 minutes as a team to ask: What went well? What didn’t? What did we learn? What should we change? 🗣️ Share learning across teams. Too often, learning stays stuck in silos. Create simple ways to pass it on like learning libraries, book clubs or monthly learning huddles across departments. ✨ Lead by example. Leaders who regularly admit they’re still learning create a culture where learning is normal. Asking questions instead of always having the answers is a key behaviour to set the tone. Do you agree it's more important than ever to create learning organizations? Any tips on creating a learning organization? Share them below and let's chat!

It is an honour to have the impact of my research recognised in the 2024 Business Research awards at Durham University Business School 😀 My recent focus has been on the limitations to prescriptive linear approaches that do not reflect the complexity and multiplicity of most transformation initiatives. In contrast to a linear approach, through empirical research I have developed a Business Transformation Framework for a people-centric approach to change. The framework is built on the key concepts outlined in my latest book on 'People-Centric Organizational Change' and as an iterative cycle it is appropriate for ensuring agility and adaptability, since each element of the framework constantly informs the orientation of previous and subsequent phases. The framework is supported with eight key principles which comprise: Build Engagement; Foster Collaboration; Encourage Dialogue; Promote reflection and Inquiry; Stimulate Innovation; Enhance Wellbeing; Develop Managers; and Build Transformation Capabilities. There are several factors which need to be considered when applying the framework and the supporting principles in practice including the following. - Foster a culture that embraces people-centric change This takes time and the message needs to be constantly reiterated in person by leaders and managers role modelling the behaviours that they want their workforce to demonstrate by adopting a ‘do as I do’ way of behaving and working. - Implement training and development practices Training and development practices can help to change behavioural elements of the culture. To ensure new behaviours stick training and development interventions need to be followed-up with ongoing support and coaching. It is also important to recognize when the new behaviours are being enacted and provide subsequent positive feedback to individuals. Observing people doing things right and rewarding their positive behaviours is important. - Adapt the Business Transformation Framework to local contexts and provide opportunities for applying it and learning from the application Ensure that people at all levels have the opportunity to become familiar with using and adapting the Business Transformation Framework, as appropriate, with the support from managers as well as development interventions such as training and coaching.   Kogan Page HR Insights Emma Dodworth CIPD #Peoplecentricchange #peopleandchange #businesstransformations #leadingchange #researchimpact

Hot take: Sales training is overrated Training IS NOT the end destination. I know, it's ironic coming from the owner of a sales training firm. But training is only a small part of creating fundamental behavioral change that will drive positive movement in the metric(s) that matter most. Here's how Jonas Master, VP of Sales Enablement at Rippling, approaches this: ✅ Optimize for the outcome, not the training What are you trying to accomplish? And what is everything you can do to drive the outcome WITHOUT training? Simplifying workflows Coaching managers to reinforce Spotlighting more of what's working for reps Setting up better reporting and dashboards ✅ Pick ONE golden metric Don't run training for the sake of training. Pick ONE golden metric you can measure with certainty to know the impact. ✅ Leverage front-line managers Everything lives and dies here. If your managers cannot carry on the change, reinforce it with reps, and be totally bought in—your training will not stick. Focus on the managers. ~~~ I couldn't agree more with Jonas. At Outbound Squad, we lean heavily on getting manager buy-in and making sure they're equipped to reinforce what we teach their reps. Then we make it super easy to take action on. Training's the easy part. Get buy-in from front-line leaders first and make sure there's a solid plan in place for long tail reinforcement. Catch the full episode with Jonas Master here: https://lnkd.in/g_pEwZaA

From Training to Learning: Embracing Continuous #Growth as Professionals Over the years, my journey in Learning and Development (L&D) has shown me how crucial it is to understand the evolution from "training" to "learning." While the two terms are often used interchangeably, they represent distinct paths in professional growth, and recognizing their differences can make all the #difference in one’s #career. 🏁Training was where I started—focused, structured sessions designed to teach specific skills or tasks required for a particular job scenario. 🖊️Whether it was guiding a team on using new software, handling customer inquiries more effectively, or ensuring safety compliance, training has always been about immediate application. 🖊️It’s essential, no doubt, but it’s only one part of the puzzle. 🏁Learning, on the other hand, is a broader, more continuous process. 🖊️It goes beyond the confines of a training room or an online module. 🖊️Learning involves absorbing and retaining information, expanding one’s knowledge, and developing new perspectives over time. 🖊️It’s about preparing for future challenges, embracing curiosity, and being proactive in one’s growth journey. 🖊️This shift from just training to fostering a culture of continuous learning has been transformative in my own career. 👩💻🧑💻My Advice to Fellow Professionals: Don’t just stop at training. 💥Use it as a foundation, but aim higher. 💥Grasp every learning opportunity that comes your way—whether it’s through mentorship, cross-departmental projects, or even self-directed study. 💥The most successful professionals I've seen are those who never stop learning, who see every challenge as a chance to grow. 💢Remember: Training equips you for the present, but continuous learning prepares you for the future. Embrace both, and you’ll be ready for whatever comes next. 💢How do you balance training and learning in your career journey? 💢Let’s share and inspire each other to keep growing!

When you align learning strategy with how the brain actually learns you'll find that performance improves. In many organisations, learning still means content delivery - I battle this challenge regularly. L&D teams measure outputs like number of courses, completions, attendance rather than outcomes. But humans don’t learn by consuming information. They learn by connecting ideas, making meaning, and putting their knowledge and skills into practice over and over again until their brains physically change. If you want to genuinely change behaviour and performance in your organisation then your whole strategy needs to be designed with the brain in mind. Here are three practical principles to share with your design and delivery teams: 🧠 Space, don’t cram Learning needs time to settle. Encourage teams to design experiences that build over time rather than delivering everything in one go. The return on retention is remarkable. 💡 Engage peoples emotions People remember what feels relevant and real. Challenge your designers to stimulate learners emotions with hooks like stories, challenges and personal connections. Don't just design pretty slides. 🔄 Practice and retrieval Learning journeys, rather than one off events, give people time to apply, reflect, and test new skills where it matters - on the job. This doesn't mean repetition for its own sake; it's simply how neural pathways are strengthened. When your learning strategy aligns with how the brain naturally works key metrics like engagement, performance and business impact improve. How do you enable your teams to bring brain science into the way they design and deliver learning?

If you’re in Learning and Development… And you’re optimising for "checking the boxes" on training programs… IMO, we’re missing a trick. The likelihood of driving real behaviour change through surface-level programs is low. But when we focus on how people actually learn and grow? Game-changer. So, what should we be optimising for? ✅ Optimise for brain-friendly learning. Understand how the brain processes and retains information. Use spaced repetition, storytelling, and active engagement to make learning stick. ✅ Optimise for emotional engagement. People don’t learn well when they’re stressed or disengaged. Create safe, inspiring environments that spark curiosity and connection. ✅ Optimise for growth, not perfection. Shift the focus from “getting it right” to embracing mistakes as opportunities. Build a culture where learning is continuous, not a one-and-done event. ✅ Optimise for relevance. Every brain asks the same question: “Why does this matter to me?” Design programs that are actionable, personalised, and tied to real-world challenges. ✅ Optimise for habits, not just skills. Skills fade if they aren’t reinforced. Help people build habits that embed what they’ve learned into their daily work. AND DON’T FORGET… 🎉 Optimise for your own development. L&D professionals often pour into others but forget themselves. Stay curious. Seek out trends. Connect with peers who challenge and inspire you. CLO100 If you treat your role as a learning journey—for both yourself and your organisation—then the impact you create will be exponential.

Continuous Learning Is Not For Every Organization 🛑 Brands that successfully deliver continuous learning environments work differently. They know that the learning is only a small part of what makes it successful. And in fact it's all the other interconnected elements that "wrap around" this that determine success of any continuous learning initiative. Purpose driven brands that I have worked with respond differently to capability gaps, threats and risks via the following actions 👇 1️⃣ provide consistent, dedicated time for staff to think and reflect, so they generate new ideas and do exponentially different day to day 2️⃣ are bold and brave to encourage curiosity amongst staff and the asking of why 3️⃣ value reflection and assessment of how roles are performed – see it as an investment that pays off later 4️⃣ expect staff to co-design their roles and manage the outcome – Leaders support the process end to end 5️⃣ allow ongoing opportunity for staff to keep other staff accountable - respectfully ( also includes Leaders) 6️⃣ encourage and expect insights and solutions from all levels and roles within the business, not just the leadership group So before you commit to exploring continuous learning in your own environment ask how many of the above already exist within your workplace. And what you are willing to invest in making the necessary changes. You'll be de-risking the risk to people and brand in the process ✅ 🧠 I create continuous learning for Purpose Led Brands where teams own outcomes and insights and lessons are shared. + 💡Deliver original L & D focused content to engage with and save for later. Awarded LinkedIn Top Voice 2024. #organizatonaldevelopment #culturechange #learninganddevelopment #continuouslearning PS If you're a purpose led Leader with an interest in continuous learning that tackles brain drain, please subscribe to my monthly newsletter - The Experiment 📙

The best way to grow as a professional (and really, as a person): ask people you admire & love for brutally honest feedback. Your bosses, loved ones, and closest friends will always see your blind spots. They can offer you perspective even the most self-aware human can’t see. Ask them for for the most candid, no holds barred feedback on yourself. Specifically tell them that you want to grow, and want to know where they think you could improve. Tell them to pull no punches, and you want to know so you can be the best version of yourself. I promise, you’re gonna hear some words that sting. Hell, you may not even agree with all of it. But there’s truly no better way to expedite your own growth. Even better? Those people will feel closer to you than ever. Showing your spouse or boss you really value their opinion brings trust and care.