Training cannot fix unclear expectations from leadership. Of course, we can and should help to communicate any expectations about desired behavior and job role as part of the training product we produce. But if those expectations aren't clear in the first place, no amount of training will fix the problem.

Yes, we can help managers learn how to provide effective feedback and coaching for their team members. But, no amount of even the most awesome training for their team members can make-up for a manager who does not do this work. Training isn't a substitution for manager feedback.

Reward systems can be used to motivate team members to perform or prioritize certain tasks. However, rewards that are misaligned can quickly do the opposite if a reward is administered for the wrong behavior/task or for performing a task in an undesirable way. Training cannot fix a misaligned reward system.

If a process, or the system that informs that process is inefficient, training people to follow that process won't make things any better. You will just end up with more people who are intimately familiar with the details of the inefficient process.

Of course, the intentions behind the requirement are positive, but when it is treated as just a way to "check the box," it doesn't have any more impact than that or sometimes, it can even negatively impact the L&D team.

Turns out, taking orders is a vital part of the change process for L&D to move from a transactional to a more transformational working partnership with the business.

Navigating both strategy and detailed tasks is tough—and sometimes, it’s impossible to do them simultaneously. This post explores why we often get buried in details, leaving little room for strategic thinking, and offers practical steps to create space for both.