Company executives have a “blindspot” for the language of learning. They don’t see the point. Given this blindspot, Clark Quinn asks the critical question that all trainers and learning specialists should be asking themselves. He writes in his blog:
The problem, then, is where do you come in? What is the fog-penetrating terminology that will help
get the C-suite to really ‘get’ that you’re talking about stuff that’s mission-critical? That’s a big blindspot.
Aaron Silvers offers some very insightful comments to Quinn’s blog post. He says that, from his experience, the key to moving out of the “blindspot” of C-suite executives is to: 1) leverage the fact that you are charged with the “know-how” (I would add “know-what” and “know-why”.) of the organization to make people listen to your recommendations; 2) explain how learning will help the organization (and business units) become more successful; and 3) align your learning goals with the strategic business goals of the organization; show the “line-of-sight” from your learning interventions to achieving specific performance results. You need to show them how “…changing behaviors to reduce costs and increase revenues is worth their engagement and investment.”
i think this is great advice. It is the learning professional’s responsibility to escape the blindspot and get the attention and interest of C-Suite executives. When driving down the freeway, you can't depend on the driver of the car next to you to see you as you approach on the side. You have to take assertive action to make sure you’re noticed and taken seriously. So too with training and learning in organizations.