The learning curve is very real, and it’s different for everyone.
Sometimes, learners pick things up quickly and barely skip a beat. More often, though, training can actually lead to a temporary ‘regression’ as a learners work to replace the old, familiar habits and skills in pursuit of a ‘new normal’ with a higher ceiling.
Michael Cannon, VP of Global Learning & Enablement at Rimini Street, joins us for this month’s show to discuss his experiences and insights on creating deep L&D programs that include experience and reinforcement well beyond the classroom, designed to keep learners engaged and ensure their growth.
Follow Michael on Linkedin here, and you can read his article here: The Real Learning Curve, Experiential Learning, and L&D’s Responsibility – Training Industry.
Find Leading L&D anywhere you listen to podcasts, including Apple and Spotify, where you’ll be able to find our past conversations with learning leaders.
Here’s a full playlist:
Summary
We’re excited to welcome Michael Cannon, a veteran learning and development leader with experience at IBM, Cisco, Red Hat, and Rimini Street. The conversation focuses on his concept of ‘the real learning curve,’ which he published in Training Industry in 2017. Cannon explains that learning is not a simple linear process but involves temporary dips in performance as new skills are integrated. He emphasizes the distinction between engaging learning (which captures attention) and experiential learning (which involves actual practice). Drawing from his experience as a 10-handicap golfer, he illustrates how performance often temporarily decreases when integrating new skills before improving beyond the previous level. The discussion also covers the importance of sustained behavior change, the role of L&D in implementing experiential and social learning, and the challenges of convincing business units to invest in more comprehensive learning approaches. Cannon also shares his perspectives on AI’s potential impact on L&D’s future, suggesting it will be a game-changer within five years while maintaining that human practice remains essential for skill development.
Highlights
Introduction to Michael Cannon and The Real Learning Curve Concept
Michael Cannon is introduced as a seasoned L&D leader with experience at major companies like IBM, Cisco, and Red Hat. He discusses his 2017 article about the real learning curve, explaining how corporate learning often mistakenly assumes that a 30-minute training session equals complete training. Using analogies from hobbies like golf and piano, he illustrates that true learning requires ongoing effort and practice.
Engaging vs. Experiential Learning
Cannon differentiates between engaging learning (where learners are interested and participating) and experiential learning (actual doing and practice). He emphasizes that learning is fundamentally about changing behavior, not just acquiring knowledge. He references historical apprenticeship models as examples of experiential learning and mentions how VR technology naturally creates engagement.
L&D’s Role and Business Partnership
The discussion explores L&D’s responsibility to ensure experiential and social learning implementation. Cannon emphasizes that L&D’s primary customer is the business, not the learner, and their goal is to improve performance rather than just increase knowledge. He discusses the importance of partnership with business units and the challenges of implementing more time-intensive learning approaches.
Cultural Change and Development Plans
Cannon discusses how implementing meaningful learning requires cultural change within both L&D and business organizations. He emphasizes that classes alone are insufficient and that development plans should include stretch assignments and practical application. He notes that this transformation typically takes 1-2 years and requires ongoing effort.
Future of L&D and AI Impact
The conversation concludes with Cannon’s perspective on L&D’s future, particularly regarding AI’s impact. He predicts AI will be a game-changer within five years, especially for just-in-time learning and information delivery, while emphasizing that AI cannot replace the human element of practice and skill development.
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