The Trusted Learning Advisor

The Tools, Techniques and Skills You Need to Make L&d a Business Priority

By Keith Keating

The Trusted Learning Advisor (2023) is a clarion call to learning and development (L&D) professionals, urging them to transcend their roles as mere facilitators and emerge as pivotal strategists within their organizations. This guide arms L&D practitioners with an arsenal of methodologies, skills, and insights necessary to foster a culture of trust, cultivate meaningful stakeholder relationships, and implement strategic initiatives. It champions a shift towards a more influential and proactive stance in L&D, positioning professionals not just as contributors but as key decision-makers in shaping the future of learning and talent development.

About Keith Keating

Keith Keating's illustrious twenty-year journey in the realm of learning and development epitomizes a relentless pursuit of fostering talent and nurturing growth. As the Chief Learning Officer at Archwell, his contributions have been instrumental in steering global learning strategies at major corporations like General Motors and BDO Canada. Keating is renowned for his learner-centric philosophy and his commitment to leveraging continuous learning as a vehicle for achieving both personal and organizational excellence. His work, both practical and scholarly, underscores the transformative power of learning as a cornerstone for innovation and development.

Elevating Your Role: From Order Taker to Trusted Learning Advisor

Julia's first day at her new role within the learning and development (L&D) team brimmed with anticipation. Embracing the company's professed dedication to learning, she envisioned making impactful contributions. However, the initial enthusiasm quickly dimmed as she encountered a familiar scenario: urgent requests, firefighting, and a sidelined professional opinion, relegating her to the role of an order taker rather than a strategic partner.

This narrative might resonate with many L&D professionals who experience a similar plight. While L&D holds the potential to catalyze organizational growth, its experts often find themselves marginalized.

This chapter demystifies the journey from being perceived as mere executors to becoming indispensable learning advisors. It delves into the significance of this transition, offering strategies to build trust and credibility, thereby securing a pivotal role in organizational strategy.

Undergoing this metamorphosis is not just beneficial but critical for amplifying the effectiveness of learning initiatives and advancing both personal careers and organizational goals in the realm of L&D.

The Evolution to Trusted Learning Advisor

In the early 1900s, career development was predominantly a top-down affair, designed primarily to enhance production line speeds. This approach was narrowly focused on increasing worker productivity.

Since those days, the expectations from employees and the nature of work itself have undergone a radical transformation. Advances in motivational psychology and educational theory have propelled L&D forward, both as an academic discipline and in practice. Today, we understand the significant impact proactive L&D strategies can have on fostering meaningful change and driving business success.

However, the perception of employee development as a burdensome cost persists in many organizations. Learning initiatives are often reactionary, addressing imminent issues without involving L&D experts in the strategic conversations from the start. As a result, L&D professionals find themselves in the role of order takers rather than being recognized as trusted learning advisors.

Trusted learning advisors represent a more dynamic approach within L&D. They proactively assess stakeholder needs, challenge prevailing notions about professional development, and steer their organizations towards more impactful learning strategies. This role is characterized by its consultative, strategic, and collaborative nature, marking a departure from the passive order-taker model.

This paradigm shift requires not only a change in how L&D professionals are viewed but also a redefinition of their professional identity, aligning L&D efforts more closely with the strategic objectives of the organization.

The perception of L&D within an organization can be influenced by two critical factors: the prevailing culture and its organizational placement.

Organizational culture encompasses the shared values, norms, and assumptions of a workplace. Reflect on how professional development is integrated into your organization's culture. Is learning considered a strategic asset by the leadership, or is it undervalued?

Organizational placement, on the other hand, relates to how L&D is positioned within the company's structure. Consider whether L&D falls under HR or operates as an independent business function. Is it viewed as a cost center or as a contributor to the company's profitability?

Evaluating these aspects can shed light on how your role is perceived and might even influence your self-perception within the organization.