The language of 'Learning'

"Nothing you do will improve a relationship with an accountability averse person."

Nathalie Martinek PhD

The inability to shift focus from 'Learning' to enabling performance is the basis of corporate L&D's failings.

There remains a comfortable convenience in holding firm on the vague notion of 'Learning' (reduced accountability, top down budgeting, familiarity, community, people pleasing).

Adopting a posture and intent of enabling performance improvement fundamentally changes this perspective. Then the work of 'L&D' becomes accountable, collaborative, participative, and output focused:

Collaborating with leaders and team members to define the performance standards required - using their language and goals

Collaborating with leaders and team members to understand barriers that prevent this level of performance

Distilling and validating the tasks and processes that can contribute to achieving the performance standards

Observing and connecting with high performers from whom we can learn good practices to share and replicate

Providing opportunities to apply the practices that enable the performance standards, replicating the 'real work'

Enabling and facilitating ongoing conversation and reflection to support this practice.

(Becoming accountable, collaborative, participative, and output focused - maybe that's where the fear lies in L&D?).