Have you heard the word “coachsulting” and wondered, “What buzzword will people come up with next?” You’re not alone! The term is new and refers to people who have skills of both consultant and coach.
Regardless of the form of the request, the most important predictor of your solution’s success or failure has nothing to do with the training itself. It’s how you manage the initial contracting for the engagement.
There’s been a revival of discussion lately on popular forums, including LinkedIn, about the relevance of learning and development as a business entity within a company. Many L&D professionals lament they have been reduced to “order-taking."
By completing a training needs analysis, you can identify the performance gap and figure out if training is the right solution.
Collecting a few key pieces of data before meeting with a stakeholder can help drive a faster, more productive conversation and elevate L&D from order-takers to trusted advisers, delivering quality and impact.
Too many valuable L&D projects fail before they start, derailed by slow decision-making, competing priorities and stakeholders who don’t identify with the project value.
“I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail,” Abraham Maslow, one of the pioneers in the psychology and training field, once said.