How scalable is learning transfer follow up?
I have been thinking a lot lately about the scalability of learning transfer.
A number of conversations with professionals in the learning, HR & talent development industry are making me see a sense of disbelief in the ability to make transfer of learning follow up scalable.
I disagree.
The most strategically important organisational learning initiatives should involve coaching based, learning transfer conversations with a trained specialist to support individuals in making real behavioural change by reflecting on the specifics of the commitments they made at the end of the learning experience. It can be internal or external but it needs to be executed successfully to really get results.
I believe that the telephone is the most important ingredient in the recipe for true, lasting and scalable learning transfer.
A recent article from Training Zone on how coaching differs around the world suggests that 56% of coaching in the US is being done over the phone these days. Elsewhere face-to-face coaching leads with 80% focusing on in-person coaching.
Understandably, with face-to-face coaching the relationship could be stronger or quicker to achieve, but I believe that for effective learning transfer, coaching isn’t about having a relationship with your coach, but about developing a better relationship and conversation with yourself.
Some managers attempt to ensure learning transference through regular post-training conversations with their staff. These face-to-face discussions, however, are rarely successful. Not only is time a major barrier, the skill to really help people effectively might sound simple but in reality, is far from easy. Success also requires a degree of self-reflection and honesty (on both sides) that most of us can’t muster, especially when entering into the reflection process with the person who governs our future career prospects or pay packet.
In order to pinpoint our challenges and get clarity on the things that we could do better to execute the learning fully, it helps to speak to someone with a degree of anonymity. This enables the level of vulnerability often necessary to have the brutally honest conversation with ourselves. This could be an internal or external person with a specific skill set – organisations can leverage their high potentials or learning professionals.
This is why I believe the best solution is to tap into a person’s inner dialogue with a direct phone conversation.
The phone really facilitates the depth required for behavioural change. I consider the telephone the secret weapon for productive and cost-effective learning transfer rollout, irrespective of the numbers of people involved. Our experience is that telephone-based coaching is highly effective in the process of change, plus infinitely more time efficient.
Change comes about through a process of self-reflection and personal contemplation. It is initiated from within and is facilitated by encouraging the individual to listen to their internal dialogue; effectively having a conversation with themselves. This process is made far easier on the phone because the questions and conversation goes straight into the individual’s ear, accessing the internal dialogue directly.
Using the telephone for TLA follow up means the individual can’t see the coach and that way they feel less self-conscious, therefore more likely to be open, honest and vulnerable. It can feel as though the person is actually having a conversation with themselves and the coach is simply shepherding the conversation and supporting them toward behavioural change.
Who would have thought it – the humble old telephone! What could be more scalable?!
As we navigate the ever-changing landscape of a working world that is becoming increasingly virtual, effective phone coaching and conversations are going to become an inevitable necessity. To experience a trial phone learning transfer session for yourself – Request a Demo.