Developing Yourself – By Susan Robbins
4 tips to help you speak the language of other parts of the business
I’ve always admired polyglots —people who are proficient in multiple languages. Reaching that level of fluency requires curiosity and a commitment to learning. As I’ve worked in a range of industries and environments over the years, I’ve recognized those same traits in my learning and development (L&D)colleagues.
Particularly when we work in smaller organizations or as a department of one, trainers are polyglots. We need to know just enough about everyone else’s job to do ours.
My last and current jobs have been in the life sciences, and in each case, I was one of their first L&D professionals and a department of one. One of the first projects I had with each of these companies involved building role-based onboarding programs while developing job aids and process guides.
I haven’t needed to reach the level of proficiency that my co-workers have in their jobs. However, like a polyglot who may not be as fluent in a second language as a native speaker would be, I’ve developed enough of an understanding to create onboarding schedules with relevant learning experiences, as well as training materials that speak to my co-workers in their own professional languages.
For trainers who are in similarly small departments – or even those in larger organizations – these four tips will help you expand your knowledge and become conversant in the language of other parts of the organization.
Don’t Isolate Yourself
Most people who know me would argue this, but I’m shy. When I’ve worked at larger companies, I’ve been able to hide in the training department, where there are built-in topics of conversation. This is not possible when you’re the only training person and everyone outside your office or surrounding you in cubeville has a different role.
At my current organization, there’s an intact project team sitting just outside my office, so when I chat with them, I talk their shop, not mine. It’s been a great way to learn not just about their job functions, but about their joys and concerns.
I consider it a form of needs analysis with a built-in opportunity to ask follow-up questions. I’ve learned so much from chatting with them and listening to the details of how they approach their day.
Join — or Form — Employee Resource Groups
If you work in a larger organization, chances are there are employee resource groups you may be able to join, even if you’re not in their target demographic.
At one company I worked for, I joined an employee resource group because I wanted to support their efforts, and along the way I broadened my knowledge of the company.
Express Interest in Projects Outside Your Usual
Look for opportunities to expand your L&D scope to include new business partners. This will allow you to broaden L&D’s offerings to include new modalities.
Expressing interest in projects that are outside the scope of L&D may bring you into contact with different areas of the organization and co-workers who will provide new perspectives on your own efforts.
Get Out in the Field — Even If the Field Is Two Departments Over
Shortly after I started working with my previous employer, I attended the annual sales meeting. One of the veteran sales reps said to me, “Get yourself on a plane and visit the offices!”
I followed her advice and spent time not only in the field, but also sitting with various functions at the corporate office. Ride-alongs and sit-withs enable trainers to connect the dots between job description, role explanation and experience. Even if you spent time “carrying a bag,” going on a ride-along can keep you up to date and help you create relevant, practical training.
Conclusion
None of these activities should be a one-time effort. Just like skill with a second language will atrophy without practice, losing touch with your co-workers will leave a trainer struggling to keep pace as knowledge and practices evolve in other departments.
By continuously growing and flexing your polyglot skills, you can build credibility with colleagues, adapt quickly to new situations and satisfy that natural curiosity that led you to L&D in the first place.
Susan Robbins is the director of training for HeartcoR Solutions. She can be reached at srobbins@heartcorsolutions.com.
