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Advancing the Role of L&D: Becoming a Critical Channel in Executing Strategy Presented by: David Yesford, Senior Vice President Wilson Learning Worldwide Session TU108
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2 © Wilson Learning Worldwide Inc. Challenge you to rethink your role in L&D Build the case—what is the opportunity for L&D? Present three simple strategies to help your internal client “buy” Deliver business value through Learning and Development Purpose, Process, Payoff Process PayoffPurpose
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3 © Wilson Learning Worldwide Inc. What are your biggest challenges in being a strategic voice within your organization?Challenge
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4 © Wilson Learning Worldwide Inc. What Business Are We In? “The Problem Solving Business” The difference between what I have and what I want or need
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5 © Wilson Learning Worldwide Inc. Schwartz, Agarwal, Bersin & Pelster (2015). Global Human Capital Trends 2015: Leading in the new world of work. 78% of global executives rate L&D as Important/Very Important 31% of global executives rate L&D as Ready/Fully Ready
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6 © Wilson Learning Worldwide Inc. Business Partner/ Problem Solver How to Influence HR Generalist Order taker Needs Priorities Interests Understand and respond to the internal client’s...... Solves Organization’s Problem
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7 © Wilson Learning Worldwide Inc. Two Attitudes Client Focused Attitude Functional Focused Attitude
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8 © Wilson Learning Worldwide Inc. Two Attitudes Client Focused Attitude Functional Focused Attitude Why don’t they value me? Why won’t they cooperate? I’m here to do a project. Functional Focused Attitude
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9 © Wilson Learning Worldwide Inc. Two Attitudes What can I do to understand them? I’m here to be a problem solver. I’m here to find solutions. Functional Focused Attitude
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10 © Wilson Learning Worldwide Inc. Client Focused Attitude Functional Focused Attitude
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11 © Wilson Learning Worldwide Inc. Who’s in control?
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12 © Wilson Learning Worldwide Inc. Demonstrates honesty, empathy, and integrityAsks the client relevant questions to discover needs Provides clear, value-based information about the solution Follows up consistently Problem-Solving Attitude Strives to understand and respond to client concerns
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13 © Wilson Learning Worldwide Inc. Creating the “Trust” in Trusted Advisor Trust Goals of the internal client Motives Making sense of complexity Value Three Strategies to Be Client Focused
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14 © Wilson Learning Worldwide Inc. Creating the “Trust” in Trusted Advisor Trust Goals of the internal client Motives Making sense of complexity Value Three Strategies Successful L&D professionals position themselves and their capabilities as a trusted advisor long before the organization is ready to use.
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15 © Wilson Learning Worldwide Inc. The internal client and L&D professional work from the same side of the table to bring their expertise, experience, and knowledge to solve the problem. Trusted Advisor
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16 © Wilson Learning Worldwide Inc. Approach to Empathy Anticipate Customer Concerns Anticipate Customer Concerns 1 Convert Concerns into Questions Convert Concerns into Questions 2 Answer Customer Questions Answer Customer Questions 3 © Wilson Learning Worldwide Inc.
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17 © Wilson Learning Worldwide Inc. Approach to Credibility Propriety
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18 © Wilson Learning Worldwide Inc. Approach to Credibility Competence
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19 © Wilson Learning Worldwide Inc. Approach to Credibility Commonality
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20 © Wilson Learning Worldwide Inc. Approach to Credibility Intent
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21 © Wilson Learning Worldwide Inc. Creating the “Trust” in Trusted Advisor Trust Goals of the internal client Motives Making sense of complexity Value Three Strategies
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22 © Wilson Learning Worldwide Inc. Creating the “Trust” in Trusted Advisor Trust Goals of the internal client Motives Making sense of complexity Value Three Strategies Successful L&D professionals know how to use their expertise to tie the internal customer- defined needs to the organization’s strategy and critical success factors.
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23 © Wilson Learning Worldwide Inc. Increased Revenue Decreased Costs Increased Quality/Engagement Decreased Effort What to Discover: Task Motives TASK Motives
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24 © Wilson Learning Worldwide Inc. Power Approval Recognition Respect What to Discover: Personal Motives Personal Motives
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25 © Wilson Learning Worldwide Inc. How to Agree—The Discovery Agreement Ask Permission Describe Next Steps Request Agreement Review Current Desired Gap
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26 © Wilson Learning Worldwide Inc. Steady increase in the turnover High percentage of sick days “Command and control” form of leadership Employees complain of a lack of overall engagement Your internal client is the head of this department ▴ Personally committed to solving this issue ▴ Wants to be identified with solving this strategic issue Your internal client wants to change leaders’ behavior ▴ Create a more participative/supportive type of work environment ▴ A culture of Opportunity, Personal Accountability, Connectedness, Inclusion, and Validation Example Situation
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27 © Wilson Learning Worldwide Inc. Creating the “Trust” in Trusted Advisor Trust Goals of the internal client Motives Making sense of complexity Value Three Strategies
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28 © Wilson Learning Worldwide Inc. Creating the “Trust” in Trusted Advisor Trust Goals of the internal client Motives Making sense of complexity Value Three Strategies Successful L&D professionals know that value is in the eye of the internal customer.
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29 © Wilson Learning Worldwide Inc. Making Sense of Complexity Solution Summary Advantage Statement Benefit Statement Discovery Agreement © Wilson Learning Worldwide Inc.
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30 © Wilson Learning Worldwide Inc. Solution Summary Advantage Statement Benefit Statement Describe what it is Describe how it works Discovery Agreement © Wilson Learning Worldwide Inc.
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31 © Wilson Learning Worldwide Inc. Task Motives Solution Summary Advantage Statement Benefit Statement A direct appeal to TASK Motives Agreement Discovery Agreement © Wilson Learning Worldwide Inc.
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32 © Wilson Learning Worldwide Inc. Personal Motives Solution Summary Advantage Statement Benefit Statement A direct appeal to PERSONAL Motives Discovery Agreement Close Agreement © Wilson Learning Worldwide Inc.
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33 © Wilson Learning Worldwide Inc. Making Sense of Complexity Solution Summary Advantage Statement Benefit Statement Discovery Agreement © Wilson Learning Worldwide Inc.
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34 © Wilson Learning Worldwide Inc. Proven method of developing leaders... Research clearly shows that a leader’s ability to engage others to commit their full energy increases bottom line revenue, profitability, and share price. The solution is proven and scalable... S-A-B Statement Example Classroom Application Skill Assessment Skill Assessment
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35 © Wilson Learning Worldwide Inc. Creating the “Trust” in Trusted Advisor Trust Goals of the internal client Motives Making sense of complexity Value Three Strategies... and the discipline to execute
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36 © Wilson Learning Worldwide Inc. Mindset: ▴ Understand and believe you are truly there to provide the right solution to solve the internal client’s problem Three Strategies: ▴ Creating the “Trust” in Trusted Advisor ▴ Discover the internal client’s “Motives” ▴ Link to true “Value” for the internal client and your organization Discipline: ▴ Always follow the process—it gets results! What We Need to Do
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37 © Wilson Learning Worldwide Inc. Waiting to be invited to the strategic table? No invitation required!
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38 © Wilson Learning Worldwide Inc. Sign up to receive our new article: ▴ “Delivering Business Value Through Learning and Development” Join our LinkedIn Groups: ▴ Wilson Learning Worldwide ▴ Wilson Learning Facilitators Follow us on Twitter: ▴ @WilsonLearning Ways to Continue the Learning
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