Employee Training Coordination

A learning culture is not built by offering more training. It emerges where curiosity, connection, and purpose intersect. Andrew Barry, in The Curious Lion, describes learning culture as a lotus where several forces overlap. I find this framing helpful because it moves the conversation beyond HR programs and into the fabric of the organization. At the individual level, there is curiosity. People must feel invited to ask questions, challenge assumptions, and explore. Without individual curiosity, learning remains compliance. At the organizational level, there is mission. Learning needs direction. When people understand what the company stands for and where it is going, their curiosity becomes focused rather than scattered. At the relational level, there is human connection. Learning accelerates in environments where people feel safe to speak, experiment, and reflect together. The fourth circle is continuous learning. Learning must be ongoing, not episodic. Not a workshop, but a way of operating. Continuous learning ensures that curiosity, mission, and connection reinforce each other over time rather than fading after the latest initiative. When these circles overlap, deeper elements emerge: Shared vision aligns effort. Shared experiences create collective memory. Shared assumptions shape how reality is interpreted. Shared stories transmit meaning across generations. At the center sits what we call learning culture. Not an initiative, but a pattern of how people think, relate, and evolve together. The question for leaders is not, “Do we offer learning opportunities?” It is, “Do curiosity, mission, and connection truly reinforce each other continuously in our organization?” That is where learning becomes cultural rather than occasional.

ChatGPT is launching an app ecosystem, and Coursera will be the first learning partner (sinister dah-dum sound!!) Pull up a rocking chair, because this elder has a short history lesson 👵🪑 There was a time when we couldn’t even link to a YouTube video in corporate learning. You had to own the file, embed it in an iFrame, and hope it didn’t crash. Commercial-grade experiences were seen as too risky, too consumer, too uncontrolled Here’s the thing: they were also better. And they still are The design, data, and user experience of commercial platforms continue to outpace what most L&D teams can deliver internally. Not because we lack talent, but because the infrastructure, privacy, and legacy systems keep us boxed in For example, Google Portraits, where they capture a person’s body of work and turn it into a digital version you can actually talk to. Imagine asking your mentor or even your grandmother how they solved a problem, and the avatar replies in their tone, with their reasoning and quirks intact. That is where we are heading 🤯 And this learning “out in the wild”? Every Duolingo streak, or midnight YouTube tutorial could soon be stitched together into a single learning graph that knows exactly how you learn, where you get stuck, and what motivates you Do we really want all of that pulled into our corporate skills catalogues? I, for one, don’t need my manager knowing how many times I’ve rage-quit a German grammar lesson. (Der, die, das… pick a lane, Hans) The irony is that including this kind of external learning data could make corporate learning far more powerful. Imagine a world where your self-directed learning history informs internal mobility, identifies skills adjacencies, and surfaces stretch roles you’d never have found. That’s an incredible opportunity, but it comes at the very steep price of privacy The gap between what learners experience in the world and what they get inside the corporate firewall is about to become uncomfortably visible Learners will be like children with their noses pressed against the toy store window, watching everyone else play with adaptive, personalised tools while they’re stuck inside clicking through mandatory modules Until we find ways to bring this external data into our ecosystems so it fuels right-skilling journeys and performance plans, or, like getAbstract, plug our content directly into Copilot, L&D will keep falling behind. At the very least, we should be scraping our SCORM libraries into a RAG for an agent, or even into Copilot itself However, forget about more content and enhanced experiement. The real race is to build the virtual coach that can prove results 🏆 The first one to get this right will own the future of learning. And I predict that winner will not be an LMS provider (This is a handwritten post. LinkedIn algos seem to favour AI slop. If you like this content, please give it a like or share) 👍 🚨 Not an advertorial or paid post 🚨

Trainers must be more than experts— Here's the secret to delivering impactful training sessions, no matter what comes your way. As a trainer, being prepared for instant changes in the delivery of any concept requires a flexible and adaptive mindset. Here are key strategies to help you stay prepared: 1. Thorough Subject knowledge - 📕 Master the content so well that you can break it down or present it in multiple ways, adapting to the audience’s needs. This will allow you to explain complex ideas in simpler terms or delve deeper if required. 2. Audience Analysis - 🧐 Before the session, understand your audience's knowledge level, learning preferences, and possible challenges. This will help you anticipate where you might need to adjust your delivery. 3. Create a Session Outline - 📝 Have a structured outline that allows for adjustments. Include different examples, analogies, and activities so that you can switch methods if needed. 4. Plan for Flexibility 🧘 - Build in buffer time to the session plan, allowing you to address questions or revisit concepts without rushing. Be prepared to cut less essential content if time constraints arise. 5. Use Interactive Methods 🗣️ - Include interactive methods such as Q&A, group discussions, or problem-solving activities. These allow you to gauge understanding and shift the delivery based on immediate feedback. 6. Technology Familiarity - 🧑💻 Know the tools and platforms you are using so you can quickly adapt, whether it’s changing slides, moving between resources, or using multimedia to reinforce concepts. 7. Stay Calm and Confident ☺️ - If a change in delivery is necessary, remain calm and composed. Confidence reassures the audience, and maintaining a positive attitude will help you navigate unexpected changes smoothly. 8. Prepare Backup Plans 🖋️ - Have alternative examples, exercises, or activities ready in case the original approach does not resonate with the group. 9. Stay Current 🏃 - Keep up with the latest trends, tools, and methods in training and your field of expertise. This allows you to bring fresh perspectives and solutions to any spontaneous situation. 10. Gather Feedback ✍️ - After a session, ask for feedback to understand where adjustments were successful or where improvements are needed. This helps in refining your ability to adapt in future sessions. Being prepared for changes is about blending preparation with flexibility and having the confidence to switch gears when necessary. #confidence #trainthetrainer #training #softskills #leadership #communication #learning

Training and coaching programmes in many workplaces are often seen as one-size-fits-all solutions. Its time for that to change, especially when it comes to leadership development. Too often, learning and development initiatives are decided without involving the people who are not actually taking part in them. Organizations make huge investment into programmes, without effective research into people's needs. They don't ask people what they want or need. They presume everyone's needs are the same. There are times where this might be ok....specific technical skills for example or simple standard work practices. But leadership development requires a different approach. To be honest, I used to deliver one-day trainings on leadership skills here and there. But I never felt good about it. I felt like I wasn't adding real value to anyone. I knew most people were likely to forget everything they learned. It seems like such a waste of time and money. Now, I largely provide a blend of training and coaching programmes. They include an assessment of participant needs. They have a measure of individual development over time. Each person's coaching programme is tailored to what they need. I communicate with my programme participant's managers, to support the continuation of coaching long after their initial coaching programme ends. I always think I can do better so I gather feedback from every participant and improve my programmes all the time. These are the best practices guidelines I follow and teach: 1️⃣ Assess participant needs and customize programmes 2️⃣ Clarify the measures of effectiveness that will be used. 3️⃣ Personalize learning paths- this is possible through blending training with 1:1 coaching programmes 4️⃣ Foster a culture of continuous learning where coaching and training is part of what people regularly give and receive. Ensure all managers have effective coaching skills 5️⃣ Evaluate and adjust all training and coaching programmes. Make improvements based on feedback and measures. ❓What else would you add to ensure training and coaching programmes are highly effective? #learninganddevelopment #employeedevelopment #leadershipdevelopment #traininganddevelopment #training #learning #coaching

Can Leadership Development Thrive Without an Office? For a long time, we have assumed that leadership development requires physical presence—learning by osmosis, catching organic wisdom from senior leaders. These things do matter, but what if they were never the real driver of growth? And if not that, what are the ingredients that really matter? 🔹 Nick Bloom’s research shows remote work doesn’t kill productivity—it can actually improve it. 🔹 Brian Elliott argues that the best companies succeed not because of where people work, but how they work together. 🔹 Laszlo Bock has long said great leadership isn’t a product of proximity—it’s a result of intentional design. So why do so many organizations still fear that remote work will destroy their leadership pipeline? In my latest Forbes article, I explore how Hudson Institute of Coaching helped a global firm with hundreds of thousands of employees crack the code on virtual leadership development: ✅ Structured Peer Learning: tech-powered matching built diverse learning groups across business units. ✅ Embedded Micro-Development: Weekly 15-minute practices turned daily work into a training ground. ✅ Expert-Facilitated Coaching: Monthly deep dives replaced the informal mentorship that offices once provided. ✅ Measurable Business Impact: Leadership skills improved, engagement soared, and turnover dropped. The real challenge isn’t remote work—it’s whether we’re designing leadership development for the way work actually happens today. 🔗 https://lnkd.in/gwwpMzTb

"We brought in a trainer for two days and nothing changed." Of course it didn't. You treated training like a checkbox activity. Sales leaders constantly make this mistake: → Hire external trainer for 2-day workshop → Everyone gets excited during sessions → 30 days later, zero behavior change → "Training doesn't work" Wrong. Your approach to training doesn't work. Here's what actually happens: Day 1: Reps are pumped. Taking notes. Asking questions. Day 2: Still engaged. Ready to implement everything. Day 30: Back to old habits. Zero retention. Why? Because you treated symptoms, not the disease. You didn't change their daily habits. You didn't provide ongoing reinforcement. You didn't build systems for accountability. Real training that creates lasting change looks different: #1 It's diagnostic first. Before any training, you identify specific skill gaps through call reviews, deal analysis, and performance data. Not generic "they need better discovery" but specific "they ask surface level pain questions but never uncover business impact." #2 It's delivered in sprints. Six weeks of twice-weekly sessions beats a 2-day workshop every time. Reps can practice between sessions, get feedback, and build muscle memory. #3 It includes reinforcement systems. Weekly coaching calls, peer practice sessions, and manager check-ins. The learning doesn't stop when the trainer leaves. #4 It measures behavior change, not satisfaction scores. "Did you like the training?" is worthless. "Are you now asking better discovery questions?" matters. #5 It provides job aids and frameworks. Reps need cheat sheets, email templates, and conversation guides they can reference in real situations. Most importantly: It's customized to your specific challenges, not generic sales advice. The companies that see 40%+ improvement in performance don't do one-off training events. They build learning into their culture. They have weekly skill-building sessions. They do call reviews with specific feedback. They practice objection handling until it's automatic. Stop buying training like it's a magic pill. Start building capability like it's a muscle that needs consistent exercise. Your reps deserve better than motivational speeches that wear off in a week. — Tired of wasted training budgets? I'll design a performance improvement system that actually creates lasting behavior change. Book a diagnostic: https://lnkd.in/ghh8VCaf

Leadership development isn't a workshop. It's a battlefield. Companies investing in five or more development approaches are 4.9X more likely to improve leadership capability. Let that sink in. Not 20% better. Not twice as good. Almost five times more effective. Yet most organizations still believe in the magic of the two-day offsite. The inspirational speaker. The binder full of frameworks that collects dust on office shelves. The certificate that means nothing six months later. This is why we have managers, not leaders. Position-holders, not vision-carriers. Real leadership development isn't an event. It's an ecosystem. A deliberate architecture of growth that works across multiple dimensions simultaneously. Like a garden that needs sun, water, soil, time, and care – not just one ingredient. The leaders who grow fastest are learning across five dimensions: Coaching – because mirrors don't lie when held by someone who cares enough to be honest. Reflection – because experience without introspection is just busy work. Community – because no one becomes exceptional in isolation. Data – because feelings lie but patterns reveal truth. AI – because technology can show us blind spots humans are too polite to mention. We've been approaching leadership like it's a skill. Something you can master in a weekend retreat between trust falls and PowerPoint slides. But leadership isn't a skill. It's an identity. A way of being. And identities aren't built in workshops – they're forged through consistent, multi-dimensional pressure and support. This isn't about resources. It's about resourcefulness. About understanding that transformation doesn't happen in straight lines or single interventions. The question isn't whether you can afford five approaches to development. The question is whether you can afford the mediocrity that comes from using just one. Because in a world where everyone has access to the same information, the same technology, the same markets – leadership capability isn't just a competitive advantage. It's the only advantage that matters.

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.

𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐂𝐚𝐩𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐈𝐧𝐟𝐫𝐚𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞 𝐟𝐨𝐫 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐢𝐧 𝐭𝐡𝐞 𝐅𝐥𝐨𝐰 𝐨𝐟 𝐖𝐨𝐫𝐤 (𝐋𝐈𝐅𝐎𝐖) Organisational excellence has long relied on the belief that capability improves when training improves. So we built better platforms, richer content, and structured development programs to support learning at scale. But as I look at high-performing teams across the industry, and within our own teams, a consistent pattern emerges: The most transformative learning rarely happens in a formal setting. It happens while solving complex problems. An engineer learns a new framework while delivering a project. A manager develops judgment while navigating an unfamiliar stakeholder dynamic. A team builds capability while responding to a challenge that did not exist six months earlier, often without a predefined playbook. That is where judgment and confidence are built. This is really what Learning in the Flow of Work (LIFOW) means, not as a concept, but as how capability is actually developed. LIFOW is often misunderstood as access to learning during work. In reality, it is about designing work itself as the learning environment. When projects expose people to new technologies, new problems, and new responsibilities, learning stops being an event...it becomes part of how work happens every day. While many organizations are still focused on optimizing their LMS, often measuring completion more than capability, I believe the most powerful learning engine is the work itself, provided it is designed to stretch people in the right ways. This shift requires rethinking not just learning platforms, but how work itself is instrumented for learning. This is the shift we have been driving, moving LIFOW from philosophy to infrastructure. At GlobalLogic, we have moved beyond the theory of integrated learning. Our AI and ML-powered platform, GLX, was built specifically to bridge the gap between “knowing” and “doing.” Instead of pulling people away from their tasks, GLX integrates learning directly into the practical workflow, bringing LIFOW into the work itself, not around it. It uses real-time context to provide the right insights at the exact moment a problem needs solving. If done right, LIFOW is not just about learning in the flow of work. It is about work itself becoming the primary vehicle for learning. Learning is no longer a function; it is an outcome of how well work is designed. This is still evolving for most organizations. I am curious to hear from you: How is your organization moving learning from the “classroom” to the “flow of work”? #learning #capability #LIFOW #framework

What really happens during a leadership coaching session, and why do so many organizations invest in it? If you’ve ever wondered whether coaching is just “another conversation” or a truly transformative process, this article pulls back the curtain. You’ll get a clear, practical look at how leadership coaching actually works. Whether you’re an HR or L&D leader planning initiatives, or a leader considering coaching for yourself, this will help you separate myths from reality. You’ll also gain insight into how coaching drives real behavior change, builds self-awareness, and strengthens leadership impact, based on real experiences, not theory. If you’re serious about developing leaders who don’t just perform, but grow and lead with intention, this is a must-read.