Your sales team is dynamic and sharp. They’ve done their homework, they’ve memorized the data and they know which clients to target. So, why did they fail to close the deal?
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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."
How does L&D get a seat at the table? What should we say, and not say, when we’re at the table? And how do we keep our seat there? I asked three expert leaders in learning and development for the answers to these questions. Here’s what they had to say.
With the disruption we’re seeing in business and ways of working, the L&D organization can play a significant role to future-proof its business. However, there are several phenomena that L&D professionals say are holding their teams back.
Having a sound learning and development (L&D) strategy is widely recognized in the training profession as a vital cornerstone to driving business success. Do the individuals at the top of the org chart feel the same way?
While this issue can’t be solved overnight, here is some guidance that will help you on your journey to quantifying your value to your business partners.
If you ask an L&D professional what they have in common with their colleagues in Sales, you would probably expect them to say, “Not much.” Yet, even though Sales and L&D have different goals, motivations and pressures, they share the same need to sell.
Here are the five cornerstones with tactics that will help any learning partner or HR professional get a seat at the decision-making table.
Doing more with less is about efficiency but being “lean” is about appropriately allocating future resources for strategic growth. Lean is nothing new to business, but it is something very new for L&D.