Time for L&D to unleash its inner Kotler

I previously worked on the toilet tissue category for the UK’s then leading brand, I loved understanding the whole shopper journey and consumer relationship with the brand. I remember many a meeting when the intricacies and nuances of how the different segments of consumers bought and used the product (a bit messy when considering the product category) were discussed and fussed over.

The issue was, and probably still is, the assumption that our consumer and shoppers spent as much time thinking about our products and brands as much as we do in our jobs. The truth is whilst our consumers think about the products we are selling, it is not to the intensity to which we expect. Seldom would they give a second thought to whether a base sheet on their loo roll is treated with aloe vera, shea butter or lard, despite our delusions.

Funnily enough, this tunnel vision is also true of learning and development departments,. I have spent, and I’m sure I’m not alone, so much time thinking about every facet of engagement with my stakeholders, fussed over the use of language, style and medium across interventions, communications and content. Inadvertently, I have subconsciously assumed that development is top of everyone’s agenda, the centre of their world, that they are waiting for my next uttered communique, message, email, post or update. Sadly, they have other pressing concerns and responsibilities. Development is an emotive topic and most people when asked would say 'it's critically important', however that doesn’t necessarily translate into action or engagement.

This has been exacerbated in our organisations and industries as the explosion of media channels has changed how we consume media in recent years; dipping in and out is the norm in and out of organisations rather than consuming all. In most organisations now, the amount of communications is staggering, you will have email (lots of emails!), some kind of messenger platform, an intranet, possibly a company social media site along with all the other open social mediums. These communications are only going to increase, and this creates obvious challenges to a progressive L&D agenda which is to seamlessly relate at the right times to the needs of the individuals and teams rather than a mandated, course- heavy, sheep-dip. But how can you seamlessly relate if people don’t see or notice what is targeted to them?

This is when I suggest we don our collective marketing hats and unleash our inner Kotler*. It is important whether we are talking toilet paper, chocolate bars, sports shoes or L&D to think about our audience. Every L&D department should have a comprehensive communications plan that brings to life their plan.

Start with a clear segmentation of your main stakeholder groups; their preferences, motivations, actions, responsibilities and roles. All this information can help you create a portrait of these key segments and this should direct your communications plan and any budget requirements. The communications plan is simply when, how and what the touch points with these segments are through the year, in as much detail as you are comfortable with. The alternative is partnering with your internal communications team, if your organisation has one. If we, in L&D , improved our marketing skills we would be able to improve our practice and increase the effectiveness of our peoples’ development.

*Kotler is a reference the famous and highly regarded American Marketing professor, author and consultant Philip Kotler