ARE WE STARTING FROM THE RIGHT SPACE?
By Jim Harwood

As Learning and Development professionals, one of our internal monologues surrounds having a seat at the table. We all know this means being perceived of as a critical business unit by the CEO and corporate leadership. This revolves around adding value to the point of being included in discussions that shape strategic decisions instead of being handed initiatives after the fact. Let’s be honest, it also means prestige, satisfaction and recognition for a tough job well done.

In my first “real” position after college, I gained important insight about being the supervisor by writing correspondence on behalf of the supervisor. In reflecting on this topic, my thoughts wander across the quarterly and annual reports that our organizations develop. Can the structure and content of these reports, written by our CEOs, provide insight into their world and what it takes to not only gain but keep a seat at their table?

The Roadmap’s Already There

In general, the structure of these reports is consistent. They usually begin with a quick preamble regarding the marketplace, a comment or two relating to the CEO’s vision of the organization’s place in the market, followed by an update on current milestones achieved relative to that vision. It is important to note that current quarter’s or year’s milestones are usually discussed using statements of fact regarding hard results in market share, sales performance, revenue and return to the stockholder.

With the landscape of the report (and results) defined, the remaining headlines and stories that run on page one, above the fold (to borrow a metaphor from the newspaper business), discuss initiatives that drove top or bottom line results with an emphasis on the former. Future sales and marketing initiatives anticipated to drive top line numbers on the next report usually follow with internal initiatives that ultimately craft the bottom line rounding out the content.

Those of us in L&D are frequently represented in these diaries of our organization’s journey. But, from what I hear at our conferences, it seems that our stories are too often noted well below the fold in a supporting role related to internal efficiency. It appears that we tend to own Section C, page 11 just after the advertisements for car stereos and just before the inserts on next season’s fashions. With this said, we also possess an important characteristic that could be key to changing the situation – we don’t like it.

By the words they choose and how the words are structured in these reports, our CEOs are telling us they need stakeholders and stockholders to understand their vision for the company. They are telling us they need and want business units that are capable of delivering the numbers, both top and bottom line results that represent lead articles that run page one, above the fold. Articles that tell the story of organizational success achieved under their leadership.

The words and how they are structured on page 1, above the fold can tell us much about the roadmap to a coveted seat at the table.

A Shift in Vocabulary and Mindset

As I look back, I did learn important context and lessons about being the supervisor by writing for them. One lesson is related to a situation that comes up with my current team. On occasion, the team presents me with a well organized curriculum or course, one that achieves all of the learning objectives and is wrapped with insightful assessment.

Yet, the curriculum or course is still missing something, something that my earlier attempts at “supervisor” memos sometimes lacked…it’s missing a soul. The words and unique insight that let the learner know their training was built by someone who knew their world and how to win in it. I refer to this ability, the ability to identify and incorporate insight into a curriculum as the ability to “start from the right space”.

As I look at the words we use when we talk together, I hear about competencies and proficiencies, developmental tracks and talent management. I hear an emphasis on Level 1s and 2s as we strive to better understand Level 3s and 4s. I also hear talk about aligning with organizational strategies, adding value and more recently our struggle to get our arms around return on investment (a struggle that we must be victorious in from my perspective). As I look at the words we use in our discussions, what I don’t see are the same words used to tell the stories on page one, above the fold in our quarterly and annual reports.

Based on the words we use, we are working on the right issues but, in our quest for a seat at the table, I ask myself, are we starting from the right space?

Don’t get me wrong, competencies and proficiencies are critical “lights on” responsibilities for our organizations and, glamorous or not, we own them. Let’s remember, business units whose stories run “above the fold” also have lights on activities that are not glamorous. What they have that gets them space above the fold is ….a number. A number that we would call a Level 4 result. And frequently, for the big ticket items, a Level 5 result. Hard numbers are the results the operational units own for increased sales, product density, revenue created or expenses reduced.

This is important. As I listen to the words in our conferences, the closer we get to Level 4 measures, the less confident we get. Remember, our CEOs need to build confidence in their ability to deliver, deliver a number regardless of obstacles, through the efforts of the organization. The disclosure of this number is also wrapped in a story that ties the tactical to the strategy to the vision – their vision.

Accountability is the Key

Putting all of these pieces together, whether it is an initiative we own or one where we partner with other operational units, to get that coveted seat, we must achieve excellence in:

• Identifying and publicly holding ourselves accountable for a Level 4 number, the number directly related to the stories above the fold on page one in our quarterly and annual reports. Reflecting on the legend of Babe Ruth, pointing to place in the outfield where he would hit the home run, we must also publicly hold ourselves accountable for the number in advance of an initiatives launch.
• Effectively communicating progress towards achieving the number using the first three levels of measurement by positioning Level 1-3 measures, not as ends in themselves, but as early indicators of potential success related to the number (or helping identify the need for navigation change related to any component associated with the initiative).
• Our willingness to win or lose based on accomplishment of the number regardless of the Level 1-3s. Markets change, product or pricing strategies may be off, unforeseen execution obstacles beyond our control will happen, but at the end of the day we need to remember that what goes above the fold on page one is accomplishment or lack thereof, of the number.
• Developing a passion around the number with the people in our teams. In order to get you there, both you and your team must be excited about quality training but relentlessly passionate about getting the number - regardless of obstacles that we know we will encounter.
• Communicating our passion and success at getting the number for ourselves and our business partners to the CEO and corporate leadership. Our business partners also want a seat at the table and must get wins to do it. If we build success…they will come.
• Holding ourselves accountable for the number by putting our name, our brand and our reputation on the line every day and in everything we do.

In short, we must be willing to risk losing in order to win, to win a place at that coveted table. And like the leader of any business unit, we must consistently win over time and against any obstacle in order to keep it.

Jim Harwood is the Assistant Vice President, Sales Training and Development for Farmers Insurance. His responsibilities include the development of all training for over 22,000 independent contractor agents, agency staff and district managers. He can be reached at jim_harwood@farmersinsurance.com. This article is © Farmers Insurance.