How to form the foundation of high-impact learning
Despite the best of intentions, it’s often difficult to create high-impact learning. That’s because many learning experts focus far too much on traditional systems of learning. They rarely focus on what really impacts learning. What’s the one thing that creates high-impact learning but is overlooked time and time again? A solid foundation to support learning. The DLS Method™ is features four pillars of consideration that focus on the things that influence learning the most. Sure, content is important. Activities are important. But so are the people within in the processes, that run the programs and use the platforms. When you skip considering the ecosystem and focus on content, you’re missing opportunities to create high-impact learning.
People are at the heart of learning
You probably think I’m going to say, “focus on the learner.” And yes, that’s important. But in my 25 years of experience, I’ve come to understand that there is a massive disconnect between what the learner learns and the people who administer or run the training. I’m not talking about the facilitators and instructors. I’m talking about the people behind the scenes who rarely get consideration when it comes time to create a training program. But people are at the heart of learning: learners and support staff. The people who pull the reports and answer the inquires from students. The people who connect with stakeholders and write proposals for more funding. Yes, what the learner learns is important. But to create high-impact learning, every person who has influence over a learning experience needs consideration.
Processes drive learning and change
One of the most important aspects of any learning project is the processes of a program’s operation. And unfortunately, it’s a commonly overlooked. We widely accept that processes should be build around traditional ways of doing things, rarely taking the time to pause and consider if it’s right for the intended use. I’ve seen this over and over again with clients who tell me they do things a certain way. It’s not that they are adverse to change; it just never occurred them to try something else. In many cases, implementing new processes means change happens from the ground-up. Everyone experiences a positive impact because clarity is provided at all levels. These processes don’t just support learners and the programs they register for, but also the organization itself.
Programs bring in revenue and opportunities
It’s no secret that selling courses is the opportunity of a lifetime, so why is it so hard to actually do it? Whether you offer free training in a non-profit organization or you sell $97 workshops on the weekend, it can be difficult to get people to sign up. That’s because most course creators and organizations rely on volume to improve sales. That can work to a point, but not forever. It’s not scalable. A $97 course doesn’t grow with an organization. But it can if it’s positioned within the company correctly. Yes, it marketing is important, but within the organization, everyone needs to understand the purpose of the training. They need to understand where learners can go from there. And where the program fits into the overall goals of the organization. Learning shouldn’t happen in silos and unfortunately, when a company sets out to create new learning initiatives, it often does.
Platforms support learning beyond learning management systems
A common misconception about learning programs is that they need a solid learning management system to function. That couldn’t be further from the truth. Last year I told a client to get rid of their learning management system because it was only acting as a shopping cart. They could achieve the same outcomes for their learning programs with a PayPal button and a landing page. Not every learning program needs an internet container to house it. But that’s not the advice most people are looking for. What you need to remember about learning management systems is that they come about by coders and developers…not educators. And when you consider an entire learning ecosystem from the perspective of these four pillars, you come to understand that purpose is more important than perception. Furthermore, a solid foundation for high-impact learning is hinges on the belief that there are other elements of an organization to consider: email, storage, human resources software, and so much more. The way a company is set up has positive or negative impacts on learning that people rarely think about.
An integrated approach to high-impact learning
When you start thinking about launching a new course, workshop or training initiative, you’re probably thinking about topic outlines and pricing models. Those are important, but they don’t have the effect that having the right people, processes, programs and platforms in place can have to foster high-impact learning.
Imagine a learner tries to get help and the person who answers the email doesn’t know the answer. It creates friction. It delays learning. The learner loses motivation. That’s an aspect of learning you never hear talked about or considered. But Deveaux Learning Solutions considers it always. Now imagine that a learner tries to get a copy of the completion certification and nobody in the organization knows how to find those. That creates a distaste for customer service and leaves the learner feeling like their training wasn’t important. What if a learner tries to log into their portal a year after they complete their training and they can’t remember their password and your learning management system doesn’t offer a “forget password?” function. What does that say about the reliability of your programs? Are they one-and-done? And what if that same platform is offline every other time your learner tries to log in and complete the next segment of their training? I mean…how does that look?
Consideration from all sides
These are the aspects of high-impact learning that lack consideration in favour of fancy activities and high-quality video lessons. More and more, companies are going to have to consider the implications of decisions related to people, processes, programs and platforms in terms of delivering high-impact learning. It goes far beyond creating a good course. The lifetime value and legacy of such training needs consideration. But more than that, how that program lives on and within an organization contributes so much to the high-impact learning that is possible that it seems inconceivable to leave it out. You’re leaving money and opportunity on the table.
And nobody wants to come up short when it comes to learning. Especially the people engaging in it on all sides of the experience.
High-impact learning is interdisciplinary
An interesting thing about the four pillars of consideration is that none can stand on their own when it comes to creating high-impact learning. If you only consider people and don’t consider processes, ideas and concepts get lost. If you only consider processes and not the people who need to perform them, chaos erupts because nobody knows what jobs is theirs. When you lock into platforms instead of considering the needs of specific programs, you end up overpaying for software you probably didn’t need. Your learners get bogged down with feature-rich, but cumbersome platforms that leave them wanting a simple Zoom room and email checklist. When you consider the program first and not how it will be maintained, you miss out on growth opportunities for your organization and the people who engage with it.
By taking an integrated and interdisciplinary approach to high-impact learning, all aspects of the learning experience are considered. Imagine launching a new training program with the confidence that it not only teaches people how to learn new things, but it has created an ecosystem where the learner and the supporters can thrive.
It’s not a pipedream. Deveaux Learning Solutions has built numerous versions of high-impact learning environments from scratch. We’ve created new opportunities from tired programs and been able to revitalize teams into championing learning instead of avoiding emails from frustrated learners. When you consider and implement the four pillars within The DLS Method™, your learners and your organization thrive because continuity and learning are set up to happen naturally.
