7 Ways You Self-Sabotage Your "Seat at the Table"

I hear a lot of frustration from colleagues in L&D about how stakeholders view and interact with our profession. We loathe that we are seen as order takers, a "nice to have" service, or an easy button solution to every problem. We are annoyed when not taken seriously as strategic business partners and we complain about not having "a seat at the table."

It's time to take action. Step one? Take the finger we are pointing at stakeholders and turn it exactly 180 degrees. Yep. That means the finger is pointing right back at us. Every reason stakeholders hold these perceptions of L&D is our own fault. We have created, and we perpetuate, this reality based on the way we do our work.?We essentially sabotage ourselves. Here are just seven examples illustrating how this happens.

1. We do our work FOR the business instead of WITH the business. Based on minimal data or a simple stakeholder request, we make assumptions about how to deliver the program, what content should be included, and what will be most engaging. We are doing all of this with the best of intentions and our stakeholders in mind, but we miss the collaborative piece that would really allow us to provide value. Only by working in partnership with our stakeholders can our solutions hit the mark and create the buy-in needed for lasting change.?

2. We take and deliver on orders. Yes, we know that we don't want to be order takers, but we don’t take any steps (even the small steps) to move the needle to something different. Every time we deliver on a training request simply because someone asked we reinforce the behavior. Our stakeholders have become used to working with us in an "order-taking" capacity. Why should they think any differently? We need to learn to gently push back, ask more questions, and deliver value beyond the ask.

3. We provide programs that don't appear to produce results. We provide fantastic learning experiences, it's what we love about our work. But, all too often, we leave it there. We either don't measure the impact or if we do measure, we don't use the data gathered to tell the story of short-term or long-term change. Without any data (qualitative and/or quantitative) behind our work, we can appear as nothing more than a "nice to have" for the business.

4. We live in a space of one and done. It's easy to be thought of as an order taker and not see long term results if everything we deliver fits in a neat little package of one program, one time. No one is transformed by a one and done but, if we only offer this type of solution, we perpetuate the myth that this is how learning happens. We need to be the experts and thought leaders who think about how learning happens, and design high quality experiences with multiple touchpoints in and outside of the "classroom."?

5. We change our minds too much. When we produce a lot of items and our stakeholders can't keep up. It looks, from the outside, as if we are simply throwing things out to see what sticks. Strategy doesn't happen in a day, especially if we want to bring others along on the journey. Pick a focus, ideally driven by the business, and stick with it. Tell others clearly about your strategy and hammer it home until you are quite bored with your own message. That is probably just about enough for everyone else to catch on?and for change and adoption to happen.

6. We require the same development for everyone. Required programming sends the message that this information is important, but it also creates a sense of dread within the employee population. The more someone feels obligated vs. intrinsically motivated to attend or complete your requirement the less likely they are to learn anything new, or create any type of behavior change. It is nothing but a waste of time for them. Once they see this as the outcome of your work, it's hard for them to rewrite that narrative. If we can deliver training and learning to those who need it in the most efficient and effective manner possible, using all the tools in our toolbelt.?

7. We act like they will come just because we built it. Our business partners and stakeholders are not thinking about the work we do 24/7, they have other things to worry about. That means that telling them about what we do one time in one way won't even make it on their radar. Repetitive, multi-faceted messaging is just as important as the program design. After all, it doesn't matter how awesome that learning experience is if no one knows about it.

Do any of these ring true for you? It's time to make a change. Instead of looking longingly at that "table" from afar, take action and do your work differently to show the business why you belong. Start doing the work that highlights your muscles of strategy, acumen, and impact on the business.

What other ways do you believe we sabotage ourselves from a bigger impact in L&D?