by Randy Sabourin
One of the most critical competitive advantages for any organization is the skill level at which their people have important conversations. Interpersonal interactions, whether customer-facing, coaching, diversity & inclusion or leadership, can positively or negatively affect an organization more than a marketing campaign, a recognizable logo, a great product, or a good price. Business leaders look to Learning and Development (L&D) to deliver this competitive advantage across the organization with the expectation of a greater return on their investment every year.
We are about to witness a fundamental shift in the way L&D organizations deliver on this mandate. To be an expert at an interpersonal skill, whether internal or client-facing, knowledge of the process is only half of the equation. Converting knowledge into a skill, or crossing the ‘know – do’ gap will be the new strategic objective for leadership and L&D.
L&D has traditionally focused on transferring knowle
dge to their learners in the form of workshops, e-learning, videos, etc. According to research from the Center for Creative Leadership (CCL), 80% of L&D budgets are allocated to these traditional knowledge transfer methods, with 50% being instructor-led training (workshops). The evolution of technology has enabled L&D to deliver knowledge from a vast variety of sources to a learner’s preferred device, all at an effective cost . The art of curating content is becoming more and more valuable to organizations. For example, having access to an unlimited amount of songs becomes a burden without the aid of curated playlists. L&D organizations have become extremely good at delivering knowledge to their learners. However, knowledge is not skill. Continue reading