Eric Rowland, M.Ed的动态

Thanks for asking those questions. One of the biggest reason (I witnessed) of L&D losing trust is the way we communicate to others especially with project sponsors or higher-ups (VPs and C Levels executives). If they are knocking your doors with a project or requirement, it’s our responsibility to be clear and transparent. Ask probing questions. 60% of the problems will resolve if you (project manager) and your stakeholders are on the same page and have the same goals. You and your stakeholder are working for the same company, doesn’t have to be the personal preference in choosing colors or cartoonish characters. We all have to follow the one style guide with pre-defined colors. However, I agree, sometimes you meet people with strong personalities. At that point, I as L&D manager should see the overall picture or goal instead of talking hours for just one little task. If my stakeholder is coming hard on me on something, which is not costing me much time and not deviating from the goal, then I will let it his/her way. In the end, you can only win their trust if you show that you are with them not in front of them. Hope it helps!

The first question that needs to be answered is why did they lose trust in the l&d team?

This is a really great question, Eric! From my experience, this can result from misaligned expectations and really speaks to the perception that L&D should be more of an order taker than a consultant/partner. An example is that a functional lead and their team brainstorm a curriculum and aggressive timeline, then hand it over to L&D to execute. There is a big difference between being informed and being involved in the planning process and overall learning approach.

“How does an organization lose trust in its own L&D team?” - this can happen when the training provision is mismatched to the organisational need. Content provision from training does not meet on the ground requirements or the people being trained do not respect the authority of the training providers. This can happen when the hr, and l&d teams become detached internally from the success of the business, and viewed as administrative service providers only. Only when these functions are integrated at strategic business level can these teams be respected and trusted to be in line with organisational training needs.

Eric, it is a great subject. I haven’t experienced a such thing, but what had crossed my mind is that if the organization lost their trust into the entire L&D team it is probably related to issues on internal processes. Something is going wrong. Reasons for these include: miscommunication between stakeholders and IDs about training deadlines or final training product did not met expectations. What are your thoughts?

According to Dave Horsager, national bestselling author/speaker, there are three ways leaders can build trust with their employees. 1. Build clarity – people trust clear and mistrust ambiguous. 2. Build connections – trust is about relationships 3. Build consistency - it’s the little things done consistently that make the biggest difference.

Managers were bafoons.

One is trying to be progressive, the other regressive. And those hats are interchangable IME. Someone needs to make the first move....and not necessarily to meet in the middle.

I am guessing this is more about follow through on projects. A department that doesn't keep its word and thus holds up progress?

This is such a great question! I was going to do my weekly article on something else but I’d love to link to this post and explain my experiences in my article. Would that be cool?