Chief Learning Officer’s “Learning Insights” series is dedicated to showcasing the thoughts and career journeys of chief learning officers and learning executives — the tireless trailblazers who are transforming the landscape of corporate learning and workforce development. In this Q&A series, we garner strategic insights, innovative approaches and challenges overcome from visionary leaders worldwide.
What initially drew you to a career in L&D, and how have your experiences evolved over the years?
I was drawn to a career in L&D completely by accident! I graduated from school as a teacher at a time when the outlook for hiring was not favorable. I had a background in insurance so I worked in a claim department where there was no training department. I took it upon myself to create an onboarding program for new team members and spent time training them for success. Management learned about what I was doing and ended up creating a department and then promoted me to my first corporate training position. From there, I had the chance to work with the corporate learning group and found a passion for L&D from a people/HR perspective. I quickly found my way to that team and have never looked back!
What key initiatives have you implemented as a learning leader to drive employee development and foster a learning culture?
A key initiative that I implemented as a learning leader was the installation of an LXP that allowed subject matter experts the ability to create “just-in-time” learning. By giving subject matter experts this tool, we were able to upskill our organization faster. We did not lock down courses, so anyone could watch coursework they were interested in. This has helped to spark curiosity and establish a learning culture at Transtar.
What is the most impactful learning program you’ve introduced in your organization, and how has it contributed to employee growth and business success?
My most impactful learning program was a sales training boot camp I created for the sales organization of a roofing company. This company had a youthful sales team that needed better training on value proposition selling. I worked with subject matter experts to create a one-week program that included facility tours, product training, third-party vendor training and a final role-play scenario that was taped and critiqued by peers. It was an intense week of learning, but it proved to be successful in that our close rate increased by 20 percent. This program was so successful that a competitor tried to copy it.
What is a common misconception people might have about the L&D function, and how do you address it?
The most common misconception people might have about the L&D function is that you don’t need to include them until the end of a project. I have addressed this by getting in front of leaders and project teams early on and offering my services as a project manager for the team. This earned me a seat at the table early on so I could prepare my team for what’s ahead.
What excites you the most about the future of workplace learning, and how are you preparing your organization to adapt to the changing landscape?
I am most excited about the future of learning is the use of artificial intelligence! In the past, various learning management systems have tried to create an Amazon-like learning experience, however, in my experience, it was difficult to manage. What I am seeing in the AI space is something that can take that experience to the next level without much difficulty.
What essential qualities or skills make a successful L&D leader, and how do you cultivate these traits in yourself and among your team?
Essential qualities that I look for in a successful L&D leader are curiosity, problem-solving and being customer-focused. I cultivate these traits by encouraging my team to get to the why behind the ask. By being curious, you can understand the problem better and from several different angles.
What game-changing advice would you offer if you could go back in time and mentor your younger self?
If I could go back, the only thing I would change or mentor myself on is earning my master’s degree sooner. Everything else about my journey has developed me into the compassionate leader I am today, and I wouldn’t want to change that!
What do you feel is currently the single biggest challenge facing L&D professionals and the industry as a whole?
I feel that one of the biggest challenges facing L&D professionals and the industry is keeping up with the rapid changes in technology and the workplace. As technology evolves, new tools and platforms become available, which requires L&D professionals to continually update their skills and strategy.
We’re always looking to showcase innovative tools and technologies. Can you share one work or learning tech product or platform that has significantly improved your work processes and why you find it valuable?
In an organization where formalized L&D did not exist, we have been successful in educating and upscaling with the help of our platform, Instilled by Peoplefluent.
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