The Trusted Learning Advisor summary

Imagine the CFO of a small retail chain comes to you because they’re having trouble with their financial predictions. The sales teams aren’t using the Customer Relationship Management system right, so their data is off. Clearly, they tell you, the sales team needs a refresher course on the system.

In this situation, you have two options: As an order taker, the CFO’s conclusion might seem logical. It’s an easy fix and you get started on the training module right away. You design a few e-learning modules, make it compulsory for the sales team, and never hear that two months down the track, the CFO’s data still hasn’t improved.

To shift from a passive role into an active, advisory one, you need to clearly understand and define the essential skills and capabilities that underpin the role of the trusted learning advisor. Identifying these attributes will allow you to craft a deliberate action plan aimed at honing your skills and facilitating your transition.

Trusted learning advisors are recognized not just for their expertise but for their honest and bold approach to connecting with stakeholders. Their interactions are driven by a genuine curiosity about how to engage with and support stakeholders effectively. This curiosity is the foundation of their role, pushing them to explore and understand the challenges and causes of the problems they’re addressing. 

When you’re transitioning into becoming a trusted learning advisor, one word is particularly important: trust. Tough to build, easy to break, trust is your number one prediction of success as a learning advisor.

Expertise alone doesn’t equate to trust. Rather, trust is forged through consistent, meaningful interactions that deepen relationships. At the heart of this relationship-building are the five pillars of trust, which serve as the foundation for you becoming the strategic advisor that stakeholders want to have a seat at the table.

Moving from being an order taker to a trusted learning advisor doesn’t mean you should actually refuse when people do have an order. It might seem counterintuitive, but accepting the order ensures that you have a seat at the table, allowing you to guide the conversation toward meaningful, transformational change.

The power comes in how you engage with the order, both on a functional level and a mental one. The IDAD process – Intake, Discovery, Analysis, Decision – outlines a strategic approach to taking orders that will position you as a proactive partner rather than a passive participant.

Despite your best efforts as a trusted learning advisor, you’ll encounter resistance from stakeholders who may say no to your recommendations or proposed changes.

You need to understand that resistance isn’t an insurmountable barrier but a part of the process. When faced with a no, your initial response should be to listen and seek to understand your stakeholder’s perspective. This approach lays the groundwork for overcoming resistance by fostering an environment of mutual respect and understanding.