With skills, employment, and the entire industry moving rapidly, learning leaders play a crucial part in building their successful organizations.

This session will feature Morris Sims (MindGyan), Fernando Arias (CLICK Institute), and Krati Seth (Whatfix) who will explain how changing your behaviour can transform your learning process.

According to you was the most significant impact on employees when it comes to learning and training?

The largest obstacle, in my opinion, was being exposed to a lot of digital dynamism. Our readiness for learning through digital environments, with digital platforms, and while working, leading people, and coordinating work while collaborating and executing digitally, virtually, or remotely was perhaps 20 percent, with rare exceptions in some high technological firms or high digitally transform organisations. The remainder of the businesses typically have digital learning at between maybe 50% and 20%. Thus, there was no digital mode of learning and working. As a result, that exposure was the first and can present a hurdle to studying karate because it uses several programmes and platforms.

If someone was going to invite me to a brainstorming session or coordination meeting and he was using teams, I would like meat. I then had to brush up on my knowledge of our ecosystem. But then I had a zoom for tomorrow. A WebEx follows, then. Consequently, we weren’t exposed to a wide range of applications. People were not accustomed to seeing themselves all day long, just as we were.
Actually, they were seeing other people and not other people and themselves. Some individuals were more focused on how crucial it is for me to be present, which also causes a lot of anxiety for others. Thus, it has benefits and drawbacks. The exposure to many new emerging a challenging Technologies was the first. I will say obstacle, but at the same time, a wonderful and marvelous opportunity to grow.

For l&d professionals and l&d leaders and how would it impact the learning and training techniques?

I believe that moving forward, things have essentially flipped-flopped at this point. And now we find ourselves in a situation where learning will increasingly be digital and virtual, even if it is alive, much more so than it will be face-to-face. And since there will be less of it overall because, frankly, we’ve all realized that we can do this thing, for the most part, in a virtual world, I do still believe and maybe it’s just my, my history and my age come into play, we will have to really cherish the opportunities we have to do learning face to face compared to virtually. Therefore, we will value that experience much more than we ever have in the past. It will become something of great significance and a very, I’m at a loss for a better word, cherished experience than what we’ve had in the past where it was sort of, yeah, okay, we’re all going to go together, we’re all going to sit in this classroom, and now we’re going to value it and I believe it will be much more engaging. I think that more people will use design thinking to be empathic, learn to set a point of view, define the college, then prototype after creating, then test, and then okay, when it works, remote will receive more attention from the design input point of view.

Therefore, the hybrid dynamic will persist. If they use 360-degree self-moving and tracking of individuals in a physical area, it will either be with artificial intelligence, machine learning, or virtual reality embedded into a more engaging and potential space. As I mentioned before we entered the meeting, next week. The team I work with will be in France, namely in Paris, and will be there even though I will be in the United States. Since the epidemic began, organizations have undoubtedly acquired hundreds of programs to make sure that productivity is unaffected, there is great efficiency, no difference in teamwork, and individuals continue to feel as though they are working together in an office as you said. Of course, this resulted in the purchase of hundreds of technologies by so many organizations. However, these countless technologies are already in use. And more significantly, I recently read a 2020 version of a McKinsey report, in which 90% of the employees stated that they will require more support for learning and development since they continuously believe that there is a skill gap.

how do we identify what are their learning abilities or love for making some making a program which is more comprehensive, which is for all, but how do we approach that?

That eventually becomes a financial issue. You can ask me to build an educational experience using any modality you choose. The question is if I have the funds to do it and to be able to make it accessible in person, via video on demand, live streaming, and, you know, any other way, including in a manual to read and something online to do. I also need to know whether I have the staff to construct all of that. Consequently, while everyone of us has a preferred method of learning, studies on metadata dating back to the 1950s when US Army video training was first introduced have shown that e-learning capabilities have advanced significantly since then. The truth is that we need to determine in our company what the best method will be to give that training. And if I’m training salespeople, I don’t want to generalize, but to some extent, you could say that most salespeople won’t sit in a chair and listen to me lecture for three hours because they’ve already done that. Instead, they’ll pull out their phones, or in the past, they might have grabbed the newspaper. In any case, we need to engage them not just verbally, but also physically. The same is true of everything else that is available. However, I believe that teaching all various types of people in all different types of job functions how to use all this new technology that is on the horizon will continue to be our largest difficulty.

Although a Harvard Business Review article on cultural interlayers referenced the head, heart, and body in addition to the hands, we included them because there are three H’s. I recently completed an article for the corporate learning network that touches on the four domains that we must keep in mind. I do believe that you must be able to touch the intellectual and cognitive space as well as the emotional components of people when you are teaching them because eventually they will show when they are displaying the behaviours and performing to produce the desired results. There are obstacles in the way of our ability to change and learn. Therefore, such factors must be considered in addition to cognitive, emotional, behavioural, and physical factors. They must also take into consideration the context, culture, environment, realities, and, of course, the linguistic impact of how people interact.

how do you create a learning culture for an organization where everyone’s looking forward to changing, everyone’s excited about change, and everyone’s looking at the positive side of change?

There are two practises that have altered in the learning organisation. It’s an exciting time to teach our kids, ourselves, our peers, and our leaders how to systematically accept change. Additionally, can you tell me with enthusiasm what happened when the pandemic caught us? We were taken completely off guard. We aren’t prepared. A A was difficult, particularly for those of us who had lost loved ones. And those of us who were hospitalised for the first time—including me—do so. My mother gave birth to me, and I’ve never had to visit a hospital after that. no longer. And this year, I was admitted to the hospital with COVID.

First off, we need to be quicker and more agile. Paradoxically, we need to be adaptable while paradoxically slowing down to respect the people and the situations. We also need to evaluate things in our surroundings more deeply. Additionally, we must be more considerate, respectful, and inclusive. What it was like for me when my wife and I had to stay at home alone while we were both in the hospital. A lot of CEOs and other leaders I observed truly showed genuine concern for their workforce. People truly cherish the presence of a loved one, a leader, or a team member in a heartfelt handshake, firm handshake, and personality slap on the back. As a result, we have developed a new set of skills that no one else in the world possessed before, making us more resilient than ever and able to swim in the Lake of Morris. It was challenging and tough. However, I believe that the lessons we gain from this difficult reality over the next 18 months will improve us as people, leaders, and team players.


Following 32 years at the New York Life Insurance Company, Morris Sims founded Sims Training and Consulting. Morris spent 30 years training the agents and managers and running the field training organisation, NYLIC University, despite having started his career as an agent. Sims Training and Consulting focuses on useful strategies for increasing productivity and advancing your career. One area of interest for SL&T is practical concepts for leadership, management, and sales.