Originally published January 11, 2022. Updated March 14th, 2025.

Well, that was a fantastic learning experience! I recently completed the Leading L&D program as part of the Bersin Academy. In fact, I’ve already started the next course, The Employee Experience.

As someone who’s always seeking ways to make learning impactful, I wanted to share my 10 (okay, 11) gold nuggets with you. There were some incredible takeaways, ideas that challenged my thinking, validated what I already knew, and reinforced the direction L&D needs to take. But I also found myself reflecting on something deeper:

How we go about applying L&D insights in the real world.

Much of what I learned was thought-provoking, but as an engaged learner, I had to be incredibly proactive in applying it. Without guided application, real-time feedback, and an engaged community to challenge my thinking, I often found myself wondering, What’s the next step?

So, as I walk you through these takeaways, I’ll also share some of those moments where I felt inspired, where I was left with questions, and where I saw opportunities to take learning beyond theory and into real-world impact.

1. Learning in the Flow of Life (But are you applying the L&D Insights?)

Forget “learning in the flow of work”; I’m here for “learning in the flow of life.” Learning shouldn’t be reserved for improving work performance alone, it should be something we integrate naturally into our lives. The idea is to empower people to learn anytime, anywhere, in a way that enriches both their work and personal growth.

But as I engaged with the content, I was left wondering, how do we ensure that learning in the flow of life isn’t just passive consumption? Without real-time coaching or structured application, it can be easy to absorb information but struggle to connect it to real challenges in a meaningful way. That’s the gap in applying L&D insights that we need to solve.

2. We Are in an Attention Economy (Which Means Learning Has to Compete!)

Are you thinking like a marketer yet? In the words of Ashley Sinclair, “it’s going to be a thing.” And I think it already is. We’re in a constant battle for people’s attention, so let’s make sure that the learning experiences we design are worthy of the time they take.

This course did a great job of highlighting the importance of engagement, but I found myself wishing for more hands-on, collaborative exercises. Engaging content is one thing, but truly capturing attention requires an interactive learning experience that keeps people actively involved, not just watching expert videos.

3. If You’re a CLO, Does the CEO Have Your Number?

If you’re in a Chief Learning Officer (or equivalent) role, does the CEO reach out to you regularly? They should be calling because you’re playing such a critical, strategic role that your insights are indispensable.

This takeaway was a powerful reminder of how L&D needs to position itself as a key business partner. But I found myself wondering, how do you actually get there? Knowing the goal is one thing, but practicing the conversations, navigating stakeholder buy-in, and crafting your strategic influence require more than just theory. That’s where real-time coaching and feedback would have made this even more impactful.

4. Is L&D Data Driving Organizational Strategy? (Or Are We Left Guessing?)

Your L&D data should be a valued commodity in strategic decisions. If it’s not, what needs to change? As Lori Niles-Hofmann reminds us, data-driven design makes learning more effective, and the data we gather should be respected and leveraged by top decision-makers.

The program did a great job of emphasizing the importance of data, but I found myself craving more practical, step-by-step application. How do we actually take raw L&D data and turn it into a compelling business case? How do we practice presenting that data in a way that influences decision-makers? These are the kinds of skills that don’t just come from watching a webinar, they come from doing, iterating, and getting feedback. This is where applying L&D insights becomes strategic.

5. Friends in High Places (But How Do You Build Those Connections?)

Having champions for L&D across other functions signals that the work we do is recognized and valued. Build alliances that spread the story of learning’s impact throughout the organization.

I loved this insight. But building relationships, earning trust, and gaining influence take practice. It’s one thing to know you need allies, it’s another to have the confidence and skillset to develop those connections in real time. I would have loved more structured opportunities to practice and refine this.

6. Push Back on “Order Makers” (With Confidence, Not Just Theory)

When learning is requested as a quick fix, take a moment to lean into the data and approach it with a performance consulting mindset. Learning isn’t a standalone solution, and pushing back can help guide toward the real solutions that drive change.

This was one of my favorite takeaways, because this is hard. Standing your ground as an L&D professional and confidently pushing back requires skill, experience, and practice. It would have been invaluable to have live coaching, case studies, and peer discussions to explore real examples of these conversations in action.

7. Power Skills (Goodbye, “Soft Skills”)

Human skills, formerly known as soft skills (RIP to that outdated term), are no longer “nice to have,” they’re essential. These foundational skills, things like emotional intelligence, adaptability, and communication, are what truly drive success in every role and every industry.

This one, I 100% agree with. No caveats, just a solid truth. But I took it a step further.

While Power Skills is a popular term, it never quite sat right with me. It has a certain “power-up, dominate the room” energy, and while confidence and influence are important, these skills aren’t about wielding power over others. They’re about something deeper, the core capabilities every person needs in life and work to be truly effective.

That’s why I created CORE Capabilities.

Because these aren’t “nice to have” skills, they’re the foundation of success. Not just in leadership, but in every career, every industry, and every human interaction.

So yes, let’s officially retire soft skills (what a terrible way to describe something so critical), and let’s think beyond just power, toward the capabilities that define how we show up, contribute, and thrive.

8. Data, Data Everywhere (But Are We Equipped to Use It?)

We have more data than ever, but are we upskilling L&D teams to interpret it effectively? As Matt Burr points out, we have insights now that we didn’t have five years ago. Start asking: What can we, in L&D, tell business leaders right now about their people?

The conversation around data was insightful, but again, I would have loved more hands-on analysis exercises. Because knowing data is important isn’t the same as knowing how to leverage it strategically.

9. Modern Work Is Teamwork

The age of the solo superstar is over. Work today is deeply collaborative, and cohort learning can play a big role in bridging skills across teams. Despite more Zoom meetings, silos are increasing as people aren’t reaching out beyond their immediate circles.

I couldn’t agree more with this takeaway. Learning should reflect how we actually work, which is why real-time collaboration, live problem-solving, and peer discussions are so important.

10. Managers Are Your Most Influential Group

Not executives, but managers are the ones who can most influence a learning culture. We need them on board to foster an environment where learning is continuous.

I loved this insight, and it reinforced just how critical it is for managers to be actively supported in their development. Because managers don’t just need knowledge, they need coaching, accountability, and the opportunity to practice new leadership behaviors.

11. Bonus Thought: Make Every Moment Count

Learning is everywhere, for everyone, and every moment matters. Let’s stop gatekeeping knowledge and make learning accessible.

Absolutely! But accessibility alone isn’t enough, learning also has to be effective, engaging, and applicable. Otherwise, we risk making knowledge widely available but not truly meaningful.

Final Thoughts: The Missing Link in Applying L&D Insights (added March 2024)

This program was full of great insights, but it reinforced something I deeply believe:

Learning should be more than consumption. It should be practical, immersive, and applied.

That’s why I built The Talent Development Academy, to bridge the gap between learning and applying L&D insights in practical, real-time settings.

If you’ve ever felt like you’re learning in isolation, wondering how to take action, let’s talk. What’s been your biggest challenge with applying what you learn? Drop a comment. I’d love to hear your thoughts!