Meet Beth Cobert, an experienced leader on a mission to transform the workforce development landscape. With a background spanning the private, public, and nonprofit sectors, including senior roles at McKinsey & Company and the Office of Personnel Management under President Obama, Beth brought a wealth of experience and insights to our conversation this week on Learning Unbound.
In her most recent role as President of the Markle Foundation, Beth led the Rework America Alliance, a unique partnership dedicated to creating pathways for millions of workers to move from low-wage roles into good jobs with opportunities for career advancement. Drawing on her extensive experience in talent management, partnership development, and harnessing the potential of new technologies, Beth has consistently pushed the boundaries of how we think about workforce development.
In our conversation, Beth dove into the fundamental shifts reshaping the workforce development landscape in the age of AI. She challenges listeners to think differently about the role of learning and development in driving equitable outcomes, the skills and mindsets needed to thrive in a rapidly changing world of work, and the strategies required to scale talent development efforts effectively. Throughout the discussion, Beth emphasizes the importance of proactive, adaptive, and human-centered approaches to navigating the challenges and opportunities ahead. Her insights offer an actionable roadmap for learning professionals seeking to lead their organizations into the future.
If you're an L&D leader looking to stay ahead of the curve and unlock the full potential of your workforce in an AI-driven world, this is a conversation you won't want to miss. Tune in to the full episode here:
Now I'll dig into some specific segments from the episode:
- The Criticality of Investing in Talent Development in an AI-Driven Workforce (23:43)
- Designing Learning Programs that Stick (10:05)
- Putting People at the Center of Learning Design (18:57)
- The Power of an Abundance Mindset in Leadership (34:04)
Let’s get into it.
1. The Criticality of Investing in Talent Development in an AI-Driven Workforce
As AI is poised to disrupt and transform the workforce, organizations face a stark reality: the skills they need are scarce, and hiring won't fill the gap. Beth Cobert underscores this challenge:
"You can't hire someone with those skills because they aren't there. Companies need to invest in developing talent pipelines rather than relying on hiring."
The talent pool with the necessary AI skills is shallow, making it difficult for organizations to find the expertise they need. In this new landscape, investing in talent development is not just a nice-to-have; it's a business imperative. Organizations that fail to prioritize upskilling and reskilling risk being left behind as the pace of change accelerates. To meet this challenge head-on, companies need to think beyond traditional hiring models and embrace a culture of continuous learning, partnering with educational institutions, industry associations, and even competitors to develop the curricula and programs needed to build the skills of the future.
2. Designing Learning Programs That Stick
When it comes to creating training and learning programs that resonate with participants, there are certain best practices that stand out. Beth Cobert shares some tips for what she has seen be effective::
"One is that the individual, at whatever level in the organization, can see how this program is going to both help them do today's job better and get them an opportunity to answer tomorrow. They understand the connection between what they're learning and how they will be better as a result. That's probably the most important thing."
But it's not just about individual growth. Beth also highlights the importance of building connections and fostering self-reflection. Programs that create a sense of community and belonging, where learners understand how their development fits into the bigger organizational picture, lead to more engaged and committed employees. In addition, incorporating opportunities for self-reflection ensures that the learning doesn't end when the program does, but rather becomes a continuous process of growth and application.
3. Putting People at the Center of Learning Design
Creating effective learning experiences starts with understanding the needs, contexts, and challenges of the learners themselves. As Beth emphasizes:
"People need to have the time, space, and safety to say, 'Okay, I'm going to try this new thing, but if it isn't working, I'm going to get some help.' That's what it comes down to."
Putting people at the center of learning design means creating experiences that fit seamlessly into learners' lives. It's about understanding the context from which people are learning and designing programs that integrate smoothly into their daily routines. This involves breaking down content into easily digestible chunks that align with how the brain naturally processes and retains information. Perhaps most importantly, it means creating a safe space where learners feel empowered to experiment, practice, and iterate without fear of failure.
4. The Power of an Abundance Mindset in Leadership
Great leaders understand that their success is directly tied to the success of their team members. As Beth Cobert puts it:
"The better the people who report to me are, the better I will perform, the better my team will perform.. If you come at this with this zero sum mindset, you're lost. And by the way, no one will want to work for you."
Embracing an abundance mindset - the belief that everyone brings unique value and that helping others succeed ultimately leads to collective success - is a hallmark of effective leadership. This mindset is the foundation of true inclusion, recognizing that every individual contributes something special to the team. Leaders who hold this core belief and focus on drawing out the expertise and potential of their team members create an environment where everyone can thrive. In contrast, a zero-sum mindset, where one person's gain is seen as another's loss, stifles growth and erodes morale. By shifting to an abundance mentality, leaders can unlock the full potential of their teams and drive better performance across the board.
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