The tables have turned! Sarah Cannistra interviews Jess Almlie about her new book.

How do you measure what you can’t easily see?

What if the best way to change and develop isn’t with big plans, but "tiny experiments"?

What can you do when an employee insists on a promotion, but you don't have one to give?

Learning doesn’t need to be controlled to be powerful.

The secrets of successful customer education that L&D should adopt as their own.

Are you skipping (or rushing) the most important part of your L&D process? Hint: It ISN'T your content.

What happens when L&D professionals start thinking like marketers?

Think you need a fancy job title to land your dream L&D role? Think again.

The evolution of L&D Is more urgent than ever.

Feedback is one of the most powerful tools in a leader’s toolkit, yet one of the hardest to get right.

Everyone’s talking about AI—but are we thinking about it the right way?

What can we learn from L&D as it functions in a startup?

What if we thought about L&D from a product lens instead of a project lens?

With this new tool, you might not need your LMS any longer.

Clarify the real purpose behind the learning request and use that to drive everything from design to measurement.

It's time for L&D to both amp up our toolbox and become a tad more critical of our own work. Instead of adding content, we need to think about subtracting it or better yet, make changes that enable performance. Too often we prioritize activities over goals.

L&D and change management may be different professions, but they are deeply interconnected. This episode explores how the intersection of these two approaches benefits everyone involved. 

Hiring and developing the best L&D team isn't easy. Determining needed roles, writing a clear JD, selecting the appropriate amount of prior expertise needed, and working with recruiters (who may or may not "get" what L&D does) all add to the complexity. Then, there's the issue of developing the teams we have - ensuring team members continue advancing their L&D skills and expertise. We need to keep pushing team members (and ourselves) outside of our comfort zones to make a bigger impact! 

Most L&D pros operate and design from a particular bias based on our primary behavioral (biological/neurological) drivers - the drive to learn and the drive to bond. Spoiler alert, not everyone is driven by these. If we design, promote, and deliver our learning solutions with our drivers leading the way, we become less effective for certain groups. Join Jess Almlie and guest Jay Johnson to talk about how L&D can combat "trainer bias."