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Tracy Butz is the infusion of an engaging, powerful, and poignant speaker, who is well-known for her ability to inspire and influence positive behavior change.As a former director of learning and development and 20+ years of speaking experience, her trusted clients include the U.S. Army, Motorola, Subway, NAMIC and US Bank, to name a few. She is also a Certified Speaking Professional® (CSP) the highest honor in her profession held by only 12 percent of speakers worldwide and is a prolific and best-selling author, with her fifth book published in 2019.Tracy is a dynamic, passionate speaker who is focused on helping organizations and individuals energize workplace culture, enhance employee engagement and empower high performance.

Tracy Butz

How we communicate and articulate our thoughts significantly influences the perceptions others have of us, our organization, and the services offered.

Perfect Your Pitch With Poise and Polish

 Selling an innovative solution to your customer is powerful. New solutions differentiate you from your competitors and solve the customer’s core challenges—not just surface-level effects. But even after you’ve sold the solution, one large hurdle remains: getting organizational buy-in. Ultimately, the organization has to accept your changes, or the solution will be rejected. Here are some strategies that can help achieve by-in. Co-Develop the Solution If you’ve co-developed your solution with the customer, you’ve certainly shared the range of idea components throughout the process. There’s little room for surprise in something they’ve co-developed, so the chance of rejection drops considerably. In the absence of shock value, the customer can evaluate the idea on its own merits instead of being distracted by how different it may be.  Get Buy-In at the Highest Level Even if you’ve co-developed the solution, your customer probably has a boss. Depending on your industry and sales process, getting final approval can be tenuous and surprising. “If you don't get that kind of support and buy-in at the highest level, you’re not going to be successful,” says Tracy Tolbert, executive vice president of global sales at Xerox. “I’ve seen a handful of deals in my career that you think you have the support you need, but when your sponsor takes it up to the top for the final approval (the final signature of the CEO or even the board), it turns out you did not have the support there that you thought you had. And you’ve spent a lot of time and energy. I’ve seen a lot of naive salespeople who think they have the buy-in from the buyer, but the reality is the buyer didn't have permission to buy. That’s the challenge,” Tolbert explains. Account for Change Management Don’t underestimate the toll a potentially large change might have on the decision to implement the solution, advises Tolbert. “The solutions that we provide are typically big and they’re changing the internal workings of an organization. We can show great value, we can show great savings, we can show increased delivery, response times, and all of the things that we measure, and a client can still just say, ‘You know what, we can’t do it.’” Listen to the End User At this stage, it’s also important to do customer or end-user testing, to get their perspectives. As you commit to a solution, you have to make sure it will align with what the customer will need.

4 Strategies for Getting Customer Buy-In

Beyond just good management, companies thrive when they cultivate a culture of continuous growth and support. That’s where “internal coaching” comes in. Often underestimated, internal coaching is one of the most effective tools in an organization’s development toolkit. When implemented effectively, it can improve employee performance, increase engagement, and drive long-term business success.What Is Internal Coaching?Internal coaching is the practice of training and empowering employees within an organization to coach their peers, teams, or even supervisors. Unlike external coaches, internal coaches are already part of the company. They understand the culture, the challenges, and the goals of the organization from the inside out. They may be HR professionals, managers, or trained team members who use structured coaching techniques to support the development of others.Internal coaching is not the same as mentoring or managing. Where managers focus on outcomes and mentors provide guidance based on experience, coaches use questioning, listening, and goal-setting to help individuals reflect, grow, and reach their full potential.Why Is Internal Coaching Important?There are several reasons why internal coaching is becoming essential to organizational success:1. Cost-effective development: External coaches can be expensive and are typically reserved for senior leadership. Internal coaching programs allow organizations to scale support more cost-effectively across departments and job levels.2. Cultural alignment: Internal coaches understand company values, goals, and pressures firsthand. This allows for more relevant and aligned coaching experiences that resonate with employees.3. Leadership pipeline: Coaching encourages the development of critical soft skills like empathy, communication, and feedback. These are essential not only for current roles but for building a strong leadership pipeline.4. Increased engagement and retention: Employees who feel supported and developed are more likely to stay. Coaching creates a sense of investment in personal and professional growth, which can improve retention and morale.5. Agility and adaptability: Coaching supports change by helping people process and adjust to shifting expectations. As businesses evolve, coaching provides the tools for people to grow with it.Coaching for All Levels—Not Just ExecutivesOne of the biggest myths about coaching is that it is only for the C-suite. In reality, coaching is incredibly valuable across all levels of the organization. Entry-level employees benefit by developing confidence and problem-solving skills. Mid-level managers use coaching to lead more effectively, communicate clearly, and support team development. Even senior leaders can improve by gaining new perspectives and challenging assumptions.A culture of coaching ensures everyone, from frontline staff to leadership, is supported and growing. When coaching becomes part of the organizational DNA, the ripple effect improves collaboration, innovation, and accountability across the board.Becoming an Internal Coach: Education and PathwaysIf you are passionate about helping people grow and thrive at work, becoming an internal coach might be a great fit. Many HR professionals and learning and development specialists are choosing to strengthen their coaching skills through formal education.One path is through a master’s in human resource development (HRD). Programs like the one offered by Idaho State University (ISU.edu) provide in-depth knowledge of adult learning, organization development, leadership, and coaching strategies.For those just starting out, an undergraduate degree in workplace training and leadership, also offered at Idaho State University, can be a solid foundation. These programs blend theory with practice, teaching students how to design training, facilitate learning, and integrate coaching techniques into the workplace.Both routes offer the critical thinking, communication, and interpersonal skills needed to become a successful internal coach.Internal coaching is not just a trend—it’s a transformative approach to growing people and performance. By equipping employees at all levels with the tools to support each other’s development, organizations can foster a culture of continuous learning, resilience, and leadership. Whether you are in HR, management, or just passionate about helping others grow, there has never been a better time to invest in coaching from the inside out.

The Power of Internal Coaching in Organizations

In today’s workplace, change is no longer a possibility; it is a certainty. New technologies, reorganizations, remote work structures, evolving market demands, and shifting employee expectations all contribute to a business landscape in constant flux. While organizational change can be swift—announced in a meeting, implemented through a software rollout, or triggered by a merger—true transformation takes time. This is because the real challenge is not the event itself but the human transition that follows.Change vs. Transition: Why the Difference MattersIt is easy to confuse “change” with “transition,” but they are fundamentally different concepts. Change is external; it happens to people. It may be the new manager, the updated policy, or the system upgrade. Transition, on the other hand, is internal. It is the emotional and psychological process individuals go through as they come to terms with that change.Understanding this distinction is critical for anyone in a leadership, human resources, or learning and development role. When organizations focus solely on the mechanics of change, the logistics, communication plans, and deadlines, they risk overlooking the very people who must live through and make sense of the shift. This oversight can lead to resistance, disengagement, and even burnout.Why the Human Element Is EssentialEmployees’ experiences change differently depending on their roles, backgrounds, and personal situations. For one individual, a new initiative might be exciting; for another, it may be deeply unsettling. The speed at which an organization pushes change often does not match the pace at which individuals are able or willing to process it.Leaders who understand the human side of change are better equipped to support their teams. They recognize that it is not enough to announce what is different. They must also create space for employees to grieve what is lost, explore what is new, and ultimately embrace what is next. This requires empathy, active listening, and a strategic approach to learning and development.Building Change Competency: A Universal SkillChange management is not just for consultants or executives. It is a critical skill set for professionals across all industries and levels. Whether you are a frontline manager helping your team adjust to a new workflow or a training specialist designing programs to support a major organizational shift, your ability to guide others through the transition can significantly influence the initiative’s success.For this reason, more professionals are seeking formal education or certifications in this area. Programs focused on workplace training and leadership or human resource development provide more than theoretical knowledge. They offer practical, people-centered skills that today’s workplaces demand. Students learn how to design interventions that support employees emotionally and cognitively, how to assess readiness, and how to build resilient, adaptive cultures.The Value of Structured Learning in Change ManagementStudying change management in a structured academic setting allows deeper exploration than on-the-job experience alone. It provides a research-based foundation, encouraging reflection, discussion, and applied practice. Students engage with real-world case studies, learn from peers across industries, and explore tools that can be customized for any workplace context.This kind of preparation becomes even more valuable as organizations face disruption. Those with formal training in the dynamics of change are more likely to anticipate resistance, communicate with clarity, and foster collaboration across departments. They do not simply react to change; they help lead it.Thriving Through Change, Not Merely SurvivingUltimately, the goal is not to manage change as a task to be completed. It is to guide people through transition in a way that builds trust, preserves morale, and unlocks potential. Employees who feel supported through uncertainty are more likely to re-engage, innovate, and grow.As the workplace evolves, professionals navigating the human side of change will be in high demand. They will serve as the bridge between strategy and execution, between leadership’s vision and employees’ lived experience. They will understand that, while change is inevitable, successful transition is intentional, and that is where the real work and opportunity lie.Investing in this understanding is not just a career advantage for learning and development professionals. It is a pathway to making a meaningful, lasting impact in any organization, industry, or time.Want to build your change management skills? ATD’s Change Management Certificate prepares you to lead organizational change initiatives.

Leading Through the Storm: The Human Side of Change Management

One of the unique products to emerge in an increasingly crowded field of social tools is Pinterest, a fun combination of social bookmarking, images, commenting, and public sharing.  It’s a great place for connecting with and sharing resources for your own professional development.But that doesn’t mean everyone is ready—or knows how—to use Pinterest. Here is some help.Lead them to waterI’ve been dealing with introducing new techs and tools for a long time now.  The best way I’ve found of encouraging acceptance and use is introducing a tool at the moment it will solve someone’s problem. A lot there depends on serendipity and hearing opportunity when it knocks. And one of the easiest ways to teach people to use (and like) a tool is to give them something fun to do with it.I’ve tricked (er, I mean led) lots of people to Pinterest by asking them to share photos of their favorite holiday decorations (even better if they tell a short story with it).  We’ve even developed a few Pinterest traditions, including the fabulous annual collaborative Ultimate Holiday Gift Guide . I hadn’t intended to do it this year, but demand from people on Twitter I don’t even know prompted me to again host the Thanksgiving Gallery of Hand Turkeys. Some 42 people contributed, from age 5 up, individually and as families, and some from other countries where they don’t even celebrate Thanksgiving. Is it silly? Sure. But it builds connection and community, and it is fun. More important, it helps people understand and use the tool. And when I ask some of them later to find and share an image they’d include on a virtual tour of their workplace, well, they’ll already know how to do that. Now, here are some ideas for L&D practitioners looking for ways to incorporate Pinterest into practice. Collaborative bookmarkingCheck out this collaborative board from Tracy Parish. She invited industry friends to pin their suggestions for good books about instructional design. Most include a comment from the pinner about why they chose it, and link directly to Amazon so they can be purchased.  Note the number of comments, including some from authors of the books pinned. Building a narrative/backchannel learningI recently attended the pilot of Mike Rohde’s new Sketchnote Workshop.  While I tweeted it, as usual, I realized the visual nature of it might be better suited to Pinterest.I began documenting my day and uploading photos and comments as we switched activities or shared what we were doing. It built a nice narrative of the day and offered a place for quick conversation.  This also supported backchannel learning for colleagues who were unable to attend the workshop. A friend, intrigued by the tweets, visited the Pinterest board and ended up sketchnoting the meeting she was in that day. She’s now bringing Mike in to deliver the workshop for the Atlanta ASTD chapter (February 11: check back on the chapter’s event page for details coming soon).Board: My Day at Mike Rohde’s Pilot of His New Sketchnote WorkshopVirtual field trips Offer tours of facilities to new hires; tours of your training center to first-time visitors; tours of a conference site. You can use these for recruiting to show potential hires how the workplace looks, such as pictures of areas where defibrillators are installed. You might include pictures of company extras; a friend who’s worked at a local big company for years didn’t know there was a meditation garden until I posted a photo of it.Overview of topic or area of interest and handout replacementAlthough I’ve been offering it in webinar format for years, my “Tips for the Positive Deviant” session suddenly caught fire last May. There was so much interest in it I finally set up a Pinterest board with highlights and key points from the session, additional resources with links for easy access, and a link to the ASTD webinar recording. This also serves as a much more robust takeaway than a copy of my slides or other usual event handout.Prework or snapshot of planned conversationAs one of the moderators of the weekly Twitter-based #lrnchat sessions, I often see the problem of having a chat catch someone’s eye after it’s underway. They want to join in, but they are coming into the conversation late, sometimes to a topic that’s a bit esoteric. Or—and I’m guilty too—they didn’t read an article we suggested for prereading. So, we’ve started using a Pinterest board to support some of these chats. Participants can check in quickly and get an overview of the topic—just the gist of it, sometimes, but enough to help them participate more fully. Here’s one we created to support a #lrnchat conversation focused on our own beliefs and metaphors about learning and teaching, and what those beliefs mean to one’s practice.Course resources and supportAssistant Professor Steven Bickmore uses Pinterests boards to create reading lists for each of his courses.  They’re easy to update, more enticing than a list of typed titles, and available for the rest of us to peruse.Encouraging reflectionI’ve reused the “metaphor” board described above as a reflective activity for students in instructional design and train-the-trainer sessions. They are asked to review it and then provide a verbal or written description of their own metaphors and how they are borne out in their own practice.Job aidsWhile I prefer Snapguide for preparing job aids these days, you could easily build a guide in Pinterest. Be sure to add images in reverse order.  As comments can alter layout and size, you might want to number them, too.  Post pictures of equipment repairs and workarounds. And remember: You don’t have to be the one doing all the pinning.Collaborative class activitiesHere are some ideas:Invite pinners to share images of customer service issues (like stained carpets and water cooler with no cups). Have a conversation about corporate culture based on pinned images of company furnishings and signage. Post pictures of the different ways a classroom can be set up, and ask participants in a train-the-trainer course to describe how each setup might affect interaction and social activities.Have learners share images of final projects.Did you have groups discuss an issue and create a flip chart report?  Post pictures of the charts.Host a Pinterest Appy Hour: Invite pinners to share their favorite new app from the past year; their favorite productivity app; their favorite photography app, their favorite app for travel, and so on.Have learners create a class book recapping activities and takeaways.Reaching other learnersOne of my historical concerns about many social tools is that so many of them are heavily text-based: blogs, microblogs, text chats, and so forth. In my world this can marginalize those with low-literacy skills or those with English as a second language.  We’re in a world in which the vast majority of our workforces own some kind of mobile phone or device—most of them with cameras.  The potential for user-generated images to support and include these workers is tremendous.Logistical tips and advice for using PinterestHere’s how Pinterest works:Pinterest is free. It is available on desktop or via a free mobile app.Pinterest allows you to pin images from a website and, from other Pinterest boards. You can also pin by uploading images from your own computer or mobile device.Pinterest boards are public to view; anyone can see them without an account.In order to create boards and pin to them, you need your own account.At this time, Pinterest doesn’t allow for moving pins around a board. To build a chronology—like a story from start to finish—you need to upload in order you want them to be viewed.You can set up “secret” boards to work on until you are ready to publish them. At this time only the board owner can work with the secret boards; they can’t be shared with other pinners.You need to issue invitations to other pinners. While some complain that Pinterest doesn’t offer users public boards on which everyone can pin, it also means that spammers can’t just pin on any board. It makes it a bit safer for those concerned about material inappropriate for some audiences.Sometimes for the sake of speed or including people who for whatever reason don’t have or want a Pinterest account, I just ask people to send me images and I upload them myself.

Pinterest for L&D

When senior leaders confront a turning point—whether it’s launching a new strategy, navigating disruption, or aligning a global workforce—they often realize that they need new knowledge and skills to get them there. But it doesn’t take long to recognize that acquiring what they need will take more than conventional training. Increasingly, they’re turning to executive education programs designed specifically for their organization’s needs.“These aren’t academic exercises,” says Wharton Professor Peter Fader. “Organizations come to us when they’re trying to solve real problems. They want insight, but they also want traction.”Fader has worked extensively with custom programs developed for senior leaders across industries. These initiatives address challenges that go far beyond any one sector—strategic clarity, customer centricity, data fluency, and leadership alignment.From Reactive to StrategicMany organizations approach Wharton at moments of inflection. They may be reacting to external pressures—like new technologies, shifting customer behavior, or competitive threats—or trying to get ahead of them by sharpening their strategy.According to Fader, this often involves helping leaders move away from defining their value in contrast to competitors and toward a clearer articulation of their own strengths. “There’s a mindset shift happening,” he says. “Leaders are asking: What do we stand for? Who do we serve best? And how do we grow from that?”Nearly every sector is asking similar questions. From manufacturing to financial services, leaders want to use data not just to track performance, but to guide priorities and drive growth. These themes—customer lifetime value, segmentation, and decision science—frequently show up in Wharton’s custom programs.Breaking Silos and Building AlignmentAnother reason organizations pursue custom learning: the need to unify teams across silos, business units, or regions. Whether it’s a multinational seeking consistency across markets or a fast-growing firm trying to scale its culture, many companies use executive education as a vehicle to foster alignment.This kind of learning works best when participants aren’t just absorbing information but engaging with peers across the organization. “That’s when you see breakthroughs,” Fader explains. “People realize the challenges they’re facing aren’t isolated. They start sharing ideas, spotting patterns, and thinking collectively.”One simulation-based program Fader leads includes high-pressure, decision-making exercises that require real-time data analysis and teamwork. Participants report that this immersive format strengthens collaboration and sparks actionable insight. “We weren’t just learning,” said one executive participant. “We were testing ideas, applying frameworks, and having real conversations about how to bring them back.”Driving Accountability and ActionWharton’s approach goes beyond content delivery. Custom programs are designed with application and accountability in mind—from action planning exercises to post-program deliverables shared with senior stakeholders.“People need to leave with more than a notebook full of insights,” says Fader. “They need a roadmap—and ideally, a structure that helps them follow through.”That might include written reflections capturing key insights and next steps, structured peer feedback, or periodic check-ins. These tools don’t just reinforce learning—they build momentum.Learning That Keeps Up With ChangeAcross industries, the challenges may vary, but the pattern is consistent: Leaders want education that matches the speed and complexity of their environment. That’s where tailored executive learning shines. It creates space for exploration, connection, and experimentation—without losing sight of practical impact.“We’re not just here to teach,” Fader says. “We’re co-creating something that meets the moment.”Whether it’s a Fortune 500 company, an industry association, a fast-growing startup, or a global nonprofit, more organizations are recognizing that transformation doesn’t happen through generic content. It comes from learning that’s built for purpose—and designed to scale.

Why More Organizations Are Turning to Custom Executive Education

In the business world, the impact of exceptional leadership is undeniable. Great leaders inspire innovation, foster collaboration, and drive organizations toward success. But what separates good leaders from truly great ones? The answer lies in a commitment to continuous learning.Great leadership is not static. It’s an evolving process that thrives on curiosity, adaptability, and growth. By embracing lifelong learning, leaders sharpen their skills, inspire their teams, and set a powerful example for the organization. Let’s explore how continuous learning shapes remarkable leaders and creates an environment where leadership can thrive.The Core Traits of a Great LeaderLeadership begins with the right mindset. While different industries may emphasize unique skills, certain traits universally define great leaders and are often enhanced by continuous learning:Vision: Leaders with a clear, compelling vision motivate teams to work toward a shared goal. They provide a roadmap that aligns organizational efforts, and continuous learning allows leaders to refine this vision as industries and markets evolve.Empathy: Understanding and addressing the needs of team members fosters trust and strengthens relationships. Learning fosters empathy by exposing leaders to diverse perspectives and experiences.Decisiveness: The ability to make informed, timely decisions often comes from staying well-informed through ongoing education.Integrity: Ethical behavior and trustworthiness are the cornerstones of great leadership. Continuous learning in ethics and accountability ensures leaders maintain high standards.Adaptability: In a world of constant change, the willingness to learn and pivot is essential.When leaders exemplify these traits, they inspire confidence and loyalty among their teams, setting the stage for sustained success.How Does Continuous Learning Empower Leadership?Great leaders never stop learning. They understand that staying informed and adaptable is vital in an ever-evolving business landscape. Organizations can promote continuous learning by:Providing access to leadership training and development programsEncouraging upskilling to foster further growth in employees’ careersPersonalizing training programs to meet the specific needs of each employeeThis might sound like a lot to keep track of, but with tools like AI-driven skills development, L&D, HR, sales, IT, support, product teams—any team—can easily manage their entire organization’s learning program on just one platform.Other Strategies for Driving Innovation in Your TeamEncourage leaders to take risks.Risk-taking is often a hallmark of groundbreaking leadership, but in many organizations, the fear of failure can limit a team’s success. It’s important to urge leaders to use calculated risk-taking and experimentation when innovating new solutions. If leaders feel comfortable exploring new ideas without fearing failure, they allow their creativity to shine. Innovative leaders drive industries forward by learning from their mistakes and envisioning possibilities others might overlook. Businesses that encourage this mindset often stay ahead of the curve.Inspire collaboration among leadership teams.Even the most talented leaders cannot achieve greatness alone. Open communication and shared goals are key. By encouraging each executive to bring their unique perspective to the table, leaders can learn from each other’s diverse strengths and viewpoints to enhance decision making. A collaborative leadership team amplifies the strengths of individual leaders, creating a cohesive unit that can tackle almost any challenge effectively.Promote diversity in leadership.Equally important is fostering diversity within leadership teams. A variety of backgrounds, experiences, and perspectives offer limitless learning possibilities that lead to a broader understanding of different customer needs. Diverse leadership teams are fundamental to innovation, particularly in the tech sector, which has historically been hampered by cultural blind spots. If you want a solution to work around the world for all sorts of people, you need all sorts of diverse people to be its co-architects.Leadership That Inspires SuccessGreat leadership begins with an open mind and an unrelenting desire to grow. By embracing continuous learning, leaders not only refine their skills but also inspire their teams to follow suit. Organizations that foster a culture of curiosity and growth unlock the potential of their leaders—driving innovation, resilience, and success.In the end, the best leaders are lifelong learners. They inspire by example, adapt to change, and cultivate environments where learning is celebrated. By investing in continuous learning, companies lay the foundation for leadership that empowers and endures.

Continuous Learning Creates Unstoppable Leaders

Learn how to bridge the divide between learning and business strategy. Explore the importance of linking learning to business outcomes, effective learning evaluation strategies, and achieving learning ROI.Get ready for a startling statistic: ATD’s 2025 research report, The Future of Evaluating Learning and Measuring Impact: Improving Skills and Addressing Challenges, found that only 4 percent of organizations excel at using learning data to inform business decisions. L&D professionals are under increasing pressure to demonstrate the value of their initiatives, yet outdated measurement methods and fragmented systems often hinder their ability to prove learning impact. This devastatingly low number highlights a significant disconnect in how companies leverage learning to drive strategic outcomes. It also begs an important question: What if learning could transform from a perceived cost center into a catalyst for tangible business growth? Why This Gap ExistsThere are several factors that contribute to the divide between learning and business strategy. A common obstacle is the over-reliance on “smile sheets” and participation data—sure, they count who showed up, but old-fashioned feedback forms fail to capture the true impact of learning on performance. Plus, many organizations struggle to get access to performance-related data because it’s scattered everywhere, making training feel separate from actual work. According to McKinsey research, L&D managers often spend a disproportionate amount of time—nearly one full day a week—on administrative tasks, leaving little room for strategic initiatives. These challenges weaken the link between L&D activities and strategic business outcomes, making it difficult to demonstrate learning ROI and secure stakeholder buy-in. The Case for Linking Learning to Business StrategyOur findings reveal that only 43 percent of organizations report a strong alignment between learning and business goals. That’s a pretty big gap! However, when learning is linked to business strategy, L&D teams gain:Better stakeholder buy-in: Stakeholders who see a clear connection between learning programs and critical business objectives are more likely to champion L&D’s efforts and provide the necessary support.Increased investment in L&D: Companies that recognize learning as a strategic driver of success are more willing to allocate budget and resources to adopt innovative technologies, high-quality content, and a talent development strategy that helps employees thrive.More meaningful learning initiatives: By understanding the specific knowledge and skills that employees need to reach business targets, L&D can create programs that actually hit the mark. This means tackling those skill gaps head-on, boosting how well people perform, and ultimately getting the results the company’s aiming for. Strategic alignment isn’t just about planning; it’s about demonstrating measurable impact and showing how your learning initiatives contribute directly to KPIs. If learning is tied to the company’s goals, L&D goes from being a support team to a key player in making the organization successful. What High-Performing L&D Teams Do DifferentlyProficient organizations, as defined by the ATD 2025 research report, are all about using data. They don’t just look at training feedback but also track performance and business results from at least four different sources. This helps them see how training makes things like productivity, quality, customer happiness, and sales better.These companies are also great at communicating data effectively to stakeholders. They use dashboards and charts to make it easy for leaders to see how training pays off. Plus, they tell stories with the data, showing wins and areas to improve, which gets everyone on board with training.What they do best is start with the company’s goals. They work backward to figure out what skills people need to hit business KPIs, then design training to match. This way, training becomes a key part of making the business succeed and staying ahead of the game.Embedding Learning Where Work HappensSolutions like Learn365 LMS are emerging to help L&D teams close the gap by embedding learning directly into Microsoft 365 tools like Teams, Outlook, and Power BI. This strategic embedding fundamentally shifts the paradigm of workplace training. Instead of isolated, scheduled events, learning evolves into an organic process that’s a natural, trackable part of employees’ workday. Using AI-powered personalized learning pathways and incorporating sophisticated built-in analytics, these platforms enable smarter measurement and a tighter alignment of learning initiatives with strategic business goals. Ultimately, this maximizes learning ROI and fosters a culture of continuous growth within your organization.Is Your Learning Strategy Aligned?It’s time to rethink how your organization measures learning impact and identify opportunities for improvement. Is your learning strategy truly connected to your business strategy? Explore how tools like Learn365 are empowering L&D professionals to translate insights into outcomes, creating learning that transforms rather than just informs. 

Mind the Gap: Closing the Distance Between Learning and Business Strategy

You can’t build tomorrow’s learning program on yesterday’s infrastructure. Whether you’re training internal teams or educating external audiences like customers or members, the goal isn’t just to “keep up;” it’s to stay ahead. That means building a program that scales without breaking, adapts without rework, and delivers measurable value at every growth stage.If your current training program feels stuck in the past (or in spreadsheets), you’re not alone. But scaling isn’t just about making things bigger. It’s about making them better. Here’s what separates scalable learning programs from the ones that stall out.Designed for Flexibility, Not Just FunctionalityA rigid learning program might check boxes today, but will it hold up next quarter? Next year? Or when you onboard twice as many learners?Scalable programs are built with flexibility at the core. That means modular, reusable content that can easily be tailored by audience, role, or skill level. Instead of locking knowledge into a 60-minute webinar, you can break it into microlearning modules that slot into different learning paths.And don’t underestimate the value of interoperability. A program that “plays well with others” (whether that’s HR platforms, CRMs, or credentialing systems) is more likely to scale without rework or technical debt. Flexibility isn’t just about convenience; it’s your insurance policy against constant reinvention.Learner Experience Comes First (Always)You could have the most sophisticated learning platform on the planet, but learners won’t stick around if it’s hard to navigate.A scalable program puts the learner experience at the center. That includes intuitive navigation, mobile accessibility, clear content progression, and interactive elements that drive engagement. (No offense to static PDFs, but they’re not exactly binge-worthy.)And let’s talk about personalization. Scalable learning programs offer pathways that adjust to each learner’s goals and knowledge level. If someone’s already nailed the basics, let them skip ahead. If they need extra help, give them targeted content. The goal is to help learners succeed faster, not slog through irrelevant material just to hit a “completion” bar.Data Isn’t Just Nice to Have—It’s NonnegotiableIf you’re still gauging program success by the number of people “logged in,” it’s time for an upgrade.Scalable learning programs use data to measure not just activity but impact. They track knowledge retention, course effectiveness, skill progression, and business outcomes, like reduced onboarding time or improved customer satisfaction.This data empowers your teams to iterate in real time. Noticing a drop-off in a certain module? Optimize the content. Seeing a spike in demand for a specific skill? Build a new learning path. When your program is data-informed, it’s no longer reactive—it’s strategic.Technology That’s Built to Scale With YouSpoiler: not all learning platforms are created equal. Choosing the wrong tech stack can feel like upgrading a flip phone with an app store.A scalable program is built on technology that grows with your organization. That means open APIs, customizable workflows, native integrations, and a vibrant partner ecosystem. Whether layering on credentialing, integrating video learning, or expanding into new audiences, your tech shouldn’t hold you back.Equally important? Administrative ease. Your learning ops team should be able to manage content, users, reporting, and integrations without needing a developer on speed dial.Supports Internal AND External Training at ScaleYour organization likely has more than one audience to train. Employees, contractors, customers, channel partners, members, you name it. Too often, companies build a separate system for each, leading to silos, redundant content, and (let’s be honest) a support nightmare.A truly scalable program supports multiple audiences within one platform, with role-based access, custom branding, and personalized learning paths: one system, multiple audiences, zero chaos.This is especially valuable for organizations that generate revenue from education. If your learning program drives business growth, it needs to scale like any other revenue engine with visibility, control, and flexibility baked in.Final Thought: Scaling Is a Mindset, Not a MilestoneThe reality is that no learning program is ever “done.” Business needs evolve, technology shifts, and learner expectations keep rising. A scalable, future-ready learning program is one that adapts to all of it without starting from scratch every time.The organizations that succeed long term don’t just react to change—they design for it. They treat learning as a strategic function, prioritize the learner experience, and ask bold questions: Are we building for today, or preparing for what’s next?Interested in learning how to create e-learning content? ATD’s Articulate Storyline Certificate will show you how to use this powerful tool to create innovative, interactive e-learning content.

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