What do you get when you cross a lack of strategy with an absence of process and a failure to use data for decision-making? It’s no joke that what you get is a maturity gap—and the findings reported in Association Learning + Technology 2017 make it clear that just such a maturity gap exists for many membership organizations. [Read more…] about The Maturity Gap: What’s Holding Many Learning Businesses Back
One of the “tools” we have found most useful in helping clients with their education businesses is the Value Ramp. As simple as it is, a meeting or two focused on it can often be one of the more eye-opening things an organization has done in years.
We’ve already provided a general overview of the Value Ramp, so be sure to read that first. Once you have, read on for tips on how to work with and optimize your Value Ramp. [Read more…] about 8 Tips for Optimizing Your Value Ramp
“One and done. That’s the approach most of our education directors take.”
This was the view shared with me by the vice president of a national nonprofit organization recently.
Even more recently, a trade association called me in to talk with its network of education managers about moving away from a “transactional” (my contact’s words) approach to selling training to more of a long-term, needs-based approach.
These are just two examples. The same general theme echoes throughout our work over the past decade: too many organizations approach learning – whether through traditional meetings and seminars or online – as a transaction.
A registration to be processed.
An evaluation to be collected.
And then, a brief pause before starting the process again. [Read more…] about Transactions vs. Relationships
If you want to assess the maturity of your learning business, there’s now a resource for you: the Learning Business Maturity ModelTM.
The Learning Business Maturity Model articulates the characteristics and practices of a mature learning and education business or line of business, as well as the stages that typically precede full maturity. It is intended specifically for market-facing organizations or units within such organizations that focus on lifelong learning, continuing education, and professional development. It is not intended for corporate training departments or degree-granting programs, for example.
You can download the Learning Business Maturity Model (see options just below)—and we hope you will—but we also want to provide context for the model: why we developed it and how we see it evolving.
- Learning Business Maturity Model
This version contains the maturity model visual and explanatory text.
- Learning Business Maturity Model visual
This version contains only the visual of the maturity model.
A colleague on a board I serve on commented recently that he’s not sure how to keep millennials in their job for 18 months, much less get them involved in an association. It’s a concern I’ve heard echoed by numerous association executives and board members, but I think it is one that is largely misplaced. Certainly, employers need to worry about retaining their employees – millennials or otherwise – but the focus of associations should not be job retention, it should be career retention.
Indeed, I’d argue that, career retention should be a core part of the strategy of most associations – along with, of course, career attraction and career development. [Read more…] about The Career Retention Business
I’ve never been a big fan of resolutions, but I do think this is a good time of year to take stock and consider whether its worth approaching things a little differently in the coming year. Certainly, for anyone working in the arena of continuing education, and professional development, it’s well worth taking a look at our own lifelong learning habits and practices.
First and foremost, we shouldn’t leave our own learning to chance. As my friend Dorie Clark has suggested over on the Harvard Business Review Blog, if you are a serious learner, you really need to Plan Your Professional Development for the Year.