JZ: As we work our way through this series, this topic is one that I think is of particular interest to instructional designers. Does a learning leader have to be an instructional designer to guide the team? How much do they really need to know about the process of design? Miriam, I’m curious about your answers because I know you’ve served in both roles for a lot of years. So to start, let’s look at the industry as a whole. What kind of background do most learning leaders come out of?
MT: I think historically training departments had managers that had a solid background in education or instructional design, but those departments were small and had little influence in the organization. But we’ve seen an increase in the influence the learning and development team has at the C-Suite level, especially with the role of the CLO, and so I think we also see a lot of variability now in the kinds of backgrounds these leaders come from. Typically, they have a degree in HR, psychology, education, or even general management. Many have program management experience but don’t have any understanding of the science behind learning and development.
JZ: So, I can see some positives and negatives to this variety.
MT: Absolutely. When learning leaders come from more general business or HR roles, they tend to understand how the organization works at a higher level and provide the bigger picture to the team. But if they don’t have an understanding of the science of learning, or how the process is critical to delivering quality, it can create a lot of frustration for the team.
JZ: Okay, so let’s clarify for our readers the differences in roles.
MT: Sure, so an instructional designer and a Learning and Development (L&D) manager have different roles and responsibilities within an organization.
An instructional designer is primarily responsible for designing and developing effective learning experiences, such as e-learning courses, training materials, and instructional content. They focus on creating engaging and impactful learning materials that help employees acquire new skills and knowledge.
On the other hand, a Learning and Development manager is responsible for overseeing the entire learning and development function within an organization. This may involve assessing training needs, designing learning programs, implementing training initiatives, managing training budgets, and evaluating the effectiveness of learning programs. The L&D manager is also involved in strategic planning for the organization’s overall learning and development efforts.
While instructional designers focus on content creation and instructional strategies, L&D managers have a broader role that includes managing the overall learning and development function, aligning learning initiatives with organizational goals, and ensuring that the organization’s workforce is equipped with the necessary skills and knowledge to be successful.
JZ: So, I return to the original consideration then, does a learning leader need to understand instructional design and to what level?
MT: I would say absolutely. Being a learning leader isn’t as simple as being an order taker. They do need to understand instructional design in order to effectively lead and oversee the development of learning strategies and initiatives within their organizations. An understanding of instructional design principles allows them to ensure that training programs are designed and delivered in a way that meets the learning needs of employees and aligns with business objectives. It also enables them to assess the effectiveness of learning interventions and make informed decisions about the use of instructional technologies and resources.
To me, the key is that they must design learning strategies that align to business objectives, and they must be able to measure the effectiveness of them.
JZ: If a learning leader doesn’t have that background or experience or feels weaker in that area, what can they do to bridge that gap?
MT: There are several ways that they can learn more so they can support the team better. The first thing I’d suggest is they should immerse themselves in the process of designing learning experiences. I was an instructional designer for many years before I led a team. But it’s easy to forget. So, pick up a storyboard, brainstorm with the team when they’re struggling for the right approach, stay up to date with new and industry standard trends. Like I said, I was an ID for many years, but I still review storyboards at times. I write articles and recently designed and built some internal online training programs. By staying involved, I know exactly how much time things take, I can see where breakdowns occur or where we can improve the process, and I know how hard it can be at times. I’m also far more open to listening to the team because I’ve been exactly where they are.
JZ: Being able to relate is so important. We always joke at Ingenuiti that clients always want things yesterday because they don’t understand how long it really does take to make effective learning experiences.
MT: Yes, and it’s so frustrating to hear a manager promise something that realistically can’t be delivered either because of timeline or because of technical limitations. Some of the best leaders I worked for were the ones that had that experience and could set realistic expectations.
JZ: So, you mentioned some of the best leaders you’ve worked for had experience. But I imagine they supported you in a variety of ways beyond just having been “in the trenches with you.” MT: At times instructional design needs to be very process and quality driven. Not everyone thinks that way, and so it’s important to encourage the development of process and quality controls and also to make sure that they’re enforced. Not in a punitive way, but in a way that makes roles, responsibilities, and processes quite clear. It’s just as important to listen to the team, and if a process can be improved or there are quality issues—get to the bottom of them. This will improve the quality of what you’re making and, in my experience, improve the morale of the team as well. As the learning leader, it’s your job to create an environment where these problems can be solved without pointing fingers.
The other major thing I can think of is technology related. Access to subscriptions for software, graphics, development tools, and hardware. I love the creativity of instructional designers. They know workarounds for everything to avoid a paid subscription. But sometimes a relatively small investment in the right software, access to a better set of graphics, 2-3 monitors for every team member, and other things can go a long way to improving creativity and innovation. And I understand that many learning leaders work in a more locked down environment in their organization. I would still recommend going to bat for your team with the IT or other compliance departments.
JZ: What about upskilling or skill enhancement?
MT: I think the obvious answer is to provide training, send to conferences etc. I’m all for that and unfortunately it doesn’t happen often enough. However, I’d recommend you first take a step back. Define the competencies your team really needs and then the competencies your current team has. IDs are asked to wear many hats, and it’s tough to be good at all of them. Perhaps you need some of your IDs to become more creative writers, utilizing more storytelling. Or perhaps they need to develop advanced Storyline development skills. Maybe you’re finding an increased need for animation etc. What about AR or VR development (or maybe that’s something that can be outsourced as needed?) Maybe you need more graphic design help as you start to add more ILT training back into your programs.
Look at what skills your current and future projects are demanding and then upskill in those areas. Chances are your team already knows those areas and possesses an aptitude that just needs to be encouraged or recognized.
JZ: We talk a lot about the phrase, culture of learning. How does a learning leader create a culture of learning for their own instructional design team?
MT: In my experience, instructional designers are some of the most curious people I know. They love to learn new things, that’s why they’re in this business. Creating a culture where everyone works together, brainstorms, and shares ideas is the ideal setting for instructional designers. One of my favorite things to do was to host a “show and tell” session a few times a month. The team would show each other what they’re working on, or one new thing they learned. First, it’s natural to be proud of your work, and too often we race off to the next project. Sharing projects creates a sense of team pride. But second, it also fosters collaborative work. They’ll be more likely to ask each other for help solving an issue if they remember an expert skill someone demonstrated to the team. Another thing I liked to do, although it wasn’t always possible, was to allow for some white space time each month. Maybe it was to explore something new, maybe it was to circle back and improve a previous project, or maybe it’s just a pet project. These did not always have to be related to current work, but I can’t tell you how much they paid off down the road in lessons learned or better skills that made future projects easier.
JZ: My last question I think is really important. How does a learning leader foster innovation in their team? How do they lead the way forward?
MT: I’m probably not going to answer this question in the way you think I might. While it’s key that a learning leader provides leadership forward with innovation, I think the main way they do that is by clearing the path for the team. If you provide enough time for the team to work on some white space projects, the technical tools and access they need, and then other training as needed, they’ll lead the way with innovative instructional design practices and products. Certainly, it’s helpful to send along an interesting article, podcast, or video, something you learned from a conference or saw from a competitor, especially since it’s your job to have your eyes at that horizon level. But chances are, if you sit down and have a good discussion with your team, you’ll find out they’ve already considered these things and have some great ideas!
I have had the privilege of working with and observing quite a few amazing learning leaders who provide expert instructional design guidance and support for their team. This interview was a great opportunity for me to share some of the great things I’ve seen, so thank you!
