In Episode 7 of the Product Design for Learning Podcast, host Greg Arthur welcomes David James, Chief Learning Officer at 360Learning and host of The Learning and Development Podcast. The episode dives deep into the concept of "Leadership in Learning," exploring how L&D professionals can move beyond process-driven approaches to become strategic partners driving real impact within organizations. David shares insights on redefining leadership in L&D, addressing skills gaps, and combating the "conspiracy of convenience" that undermines the function's potential.

David James is a seasoned L&D leader with over 25 years of experience. As Chief Learning Officer at 360Learning, he focuses on enabling organizations to close skills gaps effectively. He also hosts the popular Learning and Development Podcast, where he engages with thought leaders to challenge conventional approaches and inspire transformation in the industry.

• Leadership in Learning: True leadership in L&D requires recognizing the limitations of the status quo and driving change toward impactful practices that align with organizational goals.
• "Conspiracy of Convenience": The entrenched status quo often leads to ineffective learning programs. Breaking this cycle requires L&D leaders to challenge stakeholders and push for meaningful change.
• Purpose-Driven L&D: Defining a clear purpose and aligning strategies with organizational priorities is essential for building credibility and achieving results.
• Earning Credibility: Unlike other C-suite roles, L&D leaders must actively prove their worth through measurable impact, moving beyond popularity metrics.
• Future of L&D: The shift toward skills-based learning and internal mobility highlights the importance of proactive, strategic L&D leadership to address evolving workplace demands.

What does "leadership in learning" mean to you?

David emphasizes that leadership in L&D is about moving beyond the expected and requested roles to set a vision that inspires stakeholders. It involves recognizing where the organization is, knowing what needs to be done, and taking strategic actions to benefit employees, teams, and the company.

What are common barriers to implementing impactful L&D strategies?

David introduces the concept of the "conspiracy of convenience," where stakeholders cling to ineffective models like traditional training because they’re easy to understand and implement. Breaking this pattern requires courage, analysis, and a willingness to challenge the norm.

Why is L&D often seen as a "popular but not credible" function?

David explains that many L&D functions focus on popularity metrics—like attendance and satisfaction surveys—that don’t demonstrate true impact. To earn credibility, L&D must focus on measurable outcomes such as skills development and business results.

What differentiates successful L&D leaders?

Successful leaders redefine their role by building partnerships, focusing on skills development, and aligning their strategies with organizational goals. Persistence, strategic consulting, and influencing stakeholders are key traits of impactful leaders.

How can L&D professionals overcome execution challenges?

David suggests starting with self-reflection on purpose and assessing organizational readiness. L&D professionals should focus on areas they can influence, use data to measure success, and communicate their impact to stakeholders effectively.