Leadership
Where do learning leaders go to get yearlong leadership learning, innovative and creative ideas, insight into solving their biggest training and development challenges and next level knowledge of leading their training organizations?
The answer is the LTEN Learning Executive Series: Forum. In September, 70 learning leaders had the opportunity to come together for this invitationonly event. Together, we developed our skills in strengthening the link between training and business impact, examined the latest in leadership thinking and discussed topics critical to a comprehensive learning strategy and learning leaders’ impact.
The forum featured two keynote speakers, Devin Hughes and Mary C. Murphy. Devin focused on the idea of human-centered learning, establishing belonging through connection, collaboration and curiosity. Mary delivered new and evolving ideas regarding growth mindset and developing a culture of growth in our organizations. We built on these ideas through workshops focused on key challenges learning leaders are facing today.
Let’s look at the key topics the attendees worked through together, while sharing successes, ideas and effective ways of creating tailored solutions to bring back to their own organizations.
In the life sciences industry, knowledge is constantly evolving due to advancements in science, technology and regulatory requirements. To keep up with this pace, organizations need to create continuous learning programs that are not only role-based but also competency-based, tailored to the specific skills and knowledge required for each position.
The LTEN Learning Executive Series: Forum was developed specifically for current senior-level learning & development executives only. Attendance is limited to director level and above in pharmaceutical, biotech or medical device or diagnostics organization.
If you’re interested in attending the annual forum, you must request an invitation. All registrations are subject to approval.
Field roles require ongoing education to ensure they remain effective in communicating complex medical or technical information. Designing these programs requires a structured approach that accommodates various learning styles, is adaptable to role changes and ensures measurable outcomes.
Learning leaders had the opportunity to discuss their thoughts the design, implementation and how to sustain these programs, ensuring that learning is continuous, engaging and aligned with the competencies critical to success in various roles within the organization.
The complexity of organizations, with their diverse range of functions, means that learning initiatives must be both strategic and flexible. Engaging stakeholders early on ensures that learning solutions are tied to business objectives, compliant with industry standards and deliver measurable value.
Departments have their own objectives, timelines and resources, which can sometimes create misalignment. However, cross-functional collaboration is essential for ensuring that learning initiatives are cohesive, relevant to the broader organizational goals and provide consistency in training across the company.
Participants had the opportunity to share ideas on effective stakeholder collaboration, determining learning priorities, navigating the challenges of timing, resource allocation, communications and training delivery.
A true learning culture goes beyond just the learning and development team. Differences in departmental priorities and approaches can make it difficult to foster a unified learning culture. To create a cohesive learning culture, it’s important to identify key executives in the organization who will help sponsor the initiative, gain departmental level support and align on how best to communicate learning culture strategies and goals.
Participants had the opportunity to share ideas on how to build a unified learning culture by fostering cross-departmental alignment, delivering executive level support and ensuring that learning is valued and supported at every level of the organization.
Training teams are responsible for developing the skills and knowledge of others, but they also need ongoing development themselves. Participants discussed innovative and creative ways for training professionals on their teams remain knowledgeable and current with best practices, technology (such as AI), and instructional design strategies.
This session focused on ways of building training programs for your own training teams and identifying areas of development that should be prioritized.
In our industry, training teams are often tasked with delivering high-quality, innovative programs — while facing constraints in resources, time and personnel. Smaller teams may struggle with capacity while still being expected to deliver results.
Participants explored strategies for optimizing team efficiency, prioritizing training delivery, establishing leader expectations, using a project-based approach and finding creative ways to expand capacity without overwhelming the team.
In summary, this year’s Learning Executive Series: Forum delivered value for attendees. With a Net Promoter Score of 89 and a 9.1/10 satisfaction and value score surveyed by attendees, I’d say the time spent together was successful for all learning leaders.
Charlie Kirk is senior director, field force effectiveness, for argenx and a member of the LTEN Board of Directors. Email Charlie at ckirk@argenx.com or connect through linkedin.com/in/charleshkirk.
