Making a living as a freelance instructional designer can be challenging, especially when it comes to negotiating new projects.
Depending on the health of your sales pipeline, you may be te...
Published 9 years ago
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Great Article and discussion, as well. I have also been privy to (and in the center of) the disconnect that exists between "those who do and know how to do" and management/senior leadership. It's a very difficult barrier to surpass, especially when they band together in a grossly unified front.
Amanda,
Unfortunately, working with senior management is a skill that has to be developed over time. To me, it comes down to picking your battles. If you are the only person on staff who has the skills and expertise, then it means you have to become the voice of reason. That being said, carrying that responsibility can be well.... tough! Believe me, I've been there, done that and have the T-shirts!
I've heard it takes about 15 minutes to change an organization's culture in the wrong direction and more like 3-5 years to transform it in a positive way.
One step in the right direction is for L&D professionals to understand the value they bring to the table, understand what the business drivers are for senior management, and then execute accordingly.
Most Business Execs are not that interested in the technology you use, your learning objectives, or learning theories (e.g., andragogy, cognitive dissonance theory, cognitive load theory). Perhaps if L&D professionals talked about how the new set of courses will increase the company's market share, and/or increase their revenue or even decrease operating expenses, it would be a step in the right direction for this industry.
Of course, there will always be cliques and power plays that will get in the way of progress as well as the occasional executive who "knows more about creating content then you do" because, remember, "Training... anyone can do it!"
To leave this on a positive note, "It's not a sprint, it's a marathon!".
Thanks for commenting!
Richard
Unfortunately, working with senior management is a skill that has to be developed over time. To me, it comes down to picking your battles. If you are the only person on staff who has the skills and expertise, then it means you have to become the voice of reason. That being said, carrying that responsibility can be well.... tough! Believe me, I've been there, done that and have the T-shirts!
I've heard it takes about 15 minutes to change an organization's culture in the wrong direction and more like 3-5 years to transform it in a positive way.
One step in the right direction is for L&D professionals to understand the value they bring to the table, understand what the business drivers are for senior management, and then execute accordingly.
Most Business Execs are not that interested in the technology you use, your learning objectives, or learning theories (e.g., andragogy, cognitive dissonance theory, cognitive load theory). Perhaps if L&D professionals talked about how the new set of courses will increase the company's market share, and/or increase their revenue or even decrease operating expenses, it would be a step in the right direction for this industry.
Of course, there will always be cliques and power plays that will get in the way of progress as well as the occasional executive who "knows more about creating content then you do" because, remember, "Training... anyone can do it!"
To leave this on a positive note, "It's not a sprint, it's a marathon!".
Thanks for commenting!
Richard
- Agree on all counts! Well said-and thanks, Richard, for the stimulating topic.
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