It’s everything, everywhere, all at once, and kinda feels like a chokehold at times, or maybe that’s just me.
Yes, I have contributed to this myself in my domain of learning. I love to endlessly explore how modern technology can enhance and amplify human learning, but these AI bros on social media are making it hard for me to keep enjoying that.
Nonetheless, while AI is cool, sexy and is an integral part of the infrastructure of how work and learning are done, we have more to life than those two little letters.
So, I thought what better way to bring some balance to AI everything than by sharing some good old-fashioned analogue tools that any human can plug and play.
We compare ourselves to others we shouldn’t, fear the tech takeover and continue to be glued to sensationalist headlines curated by outlets that position themselves as ‘news’.
It’s tough, and I feel it too.
Before the tidal wave of AI, ‘purpose at work’ used to be one of the top drivers in both L&D and employee engagement strategies. It’s fallen to the side in the rush to jump on the AI bandwagon, yet, it feels like a crisis of purpose could be on the rise.
If AI is threatening to do everything that we do, where does that leave me and you?
It’s for that reason that purpose both at work and in real life is having more of a moment.
But I feel like it has to be said, as it is the ultimate test in my opinion.
If you’re not prepared to cough up, let’s say, $100 a year to use your L&D product, then don’t expect your workforce to do it.
This is the same question I ask when crafting my products and services. We each vote with our time, attention and money. It’s the ultimate compliment for someone to say ‘yes’ to all three.
I can sleep at night knowing I say YES to these.
I encourage you to reflect on the same at the start of every year when everyone talks about ‘Learning Strategy’.
Don’t just focus on strategy, understand the value.
Ask your whole team, if this was a paid product, would we all pay to use it?
The answer to this is everything you need to know.
Dropbox, the cloud storage provider, was created in this way. Drew Houston, the CEO, was so frustrated with existing solutions that he built his own. He pays for it, and it turns out millions would pay for it too.
If you wouldn’t buy your own product, why should anyone else?
3/ The simple skill-building strategy to stay relevant
Ahh skills…why do we insist on making it so hard?
Our industry is built to support best in class skills, yet we find so many ways to make it complicated with complex terminology like oncologies, taxonomies and the latest ‘skill-based systems’, whatever that means.
I feel exhausted just reading that last sentence.
It can be simpler, it should be simpler.
Part of my rituals at the beginning of the year involves analysing my skillset, but with none of the complex tools our industry chucks at us. Instead, I use something much simpler to ensure I have the most cutting-edge skills to do what I do, and keep ahead of the pack.
This is what I do.
I grab a notebook or open a doc and do the following:
List my current high-level skills
The emerging technology, trends and challenges in my industry
Then, I ask these questions:
What skills are expiring and no longer serve me and/or the world today?
What skills do I need to evolve to meet the demands of today?
What are the emerging skills I can get ahead of?
Yes, it’s that simple.
You can call me crazy, but I believe you could graft this onto a much larger population of a workforce, too. We’re often convinced that it all needs to be complex to be valuable, but that’s not right.
Sometimes the simple things can have the biggest impact.
Final thoughts
Ok, that’s it for this one, friend.
Expect more analogue and digital tools to keep coming your way. At the end of the day, we all know that any tool is only good in the hands of a competent human.
→ If you’ve found this helpful, please consider sharing it wherever you hang out online, tag me in and share your thoughts.
Before you go… 👋
If you like my writing and think “Hey, I’d like to hear more of what this guy has to say” then you’re in luck.
You can join me every Tuesday morning for more tools, templates and insights for the modern L&D pro in my weekly newsletter.
Somehow, it’s been a year since I hit publish on that one.
Isn’t it funny how time works? I remember so clearly spending months researching and putting all the pieces together to look deeper into the real impact of AI on skills so far, and now, here I am talking about it like some sort of ancient text.
My reminiscing aside…
The message of that piece was to think deeply about the over-reliance we will easily slip into with AI, and how easy it will be to convince ourselves we’re learning how to do something, when in reality, AI is doing it for us.
A year later, I only see more activity, which has amplified both.
That’s not to say there are not those who are rejecting total delegation to AI and those finding the balance between artificial and human intelligence.
We’ll talk about some of those later.
Consequences
It’s such a serious sounding word, isn’t it?
Like something your parents would say to you.
Our choices can lead to consequences in many forms, that’s the risk we all take, and not to keep sounding like some old stoic, but life is essentially all about risk.
Back in October last year, when I spoke about AI over-reliance and the illusion of expertise, I only covered in small detail what the consequences of those choices could mean.
A year later, it’s clear to me that’s skill erosion.
The Great Erosion of Skills
Do you remember just after the pandemic, when every headline was something like “The Great ‘x’ of blah blah?”
I’m happy to make a contribution to that movement 😂.
Jokes aside, you might be noticing some people’s skill sets are eroding through lack of use, and some aren’t even learning the skills at all. This is being driven by the change in the tasks we now deliver.
As AI gets better and better at completing a wide variety of tasks, it means we (as humans) do less in certain areas.
That is not always a bad thing.
Cognitive offloading of some tasks can amplify our ability to perform better in the workplace. A good example of this is GPS. Before we had GPS in our lives to guide us to destinations, we’d spend hours pouring over gigantic maps with tiny text, trying to figure out the best route.
Now, at the touch of a button, we’re guided without having to activate one brain cell.
There’s another side to this coin, though.
Humans, for the most part, want to take the path of least resistance and favour instant gratification over the challenge (I’m no different here).
The problem is that real learning and thus improved performance are about navigating the challenges. It’s really hard to learn how, what and why if you don’t experience the struggle.
AI doesn’t take this away all on its own, how we use AI does.
In our quest for “more time”, “creative freedom”, “improved efficiency” and every other statement that tech CEOs blurt out about AI, we’ve become obsessed with the automation of everything.
This creates the consequences I’m talking about.
What we lose and what we gain
I always remember an old colleague saying, “You can have it all, you just can’t have it at the same time”.
While it was in relation to something else, I can’t help but think it fits well in this conversation.
I’ve found life to be a series of trade-offs.
If you say yes to one thing, you’re saying no to something else. It sounds like easy math (and it is), but it’s by no means a simple equation.
I’m not the first to consider the impact of AI in this way.
Gartner predicts that by 2028, 40% of employees will be trained and coached by AI when entering new roles, up from less than 5% today.
While this shift promises faster onboarding and adaptive, scalable learning, it also means fewer chances for employees to learn from experienced peers. Junior staff, who once relied on mentorship and hands-on experience, will learn primarily from AI tools, while senior staff increasingly depend on AI to complete complex work.
This shift accelerates the loss of foundational skills and weakens expert mentorship and relationship development across the organization.
Source: Gartner
We have skills eroding through lack of practice and application, and it seems, the quick expiring of skill creation with future generations entering the workforce.
Harold Joche put it nicely when he said, “One key factor in understanding how we learn and develop skills is that experience cannot be automated”.
So, what can be done?
Are we doomed to roam the world skill-less and watch AI-powered tools suck the life out of the world itself? Of course not, there is a way, my fellow human hacker.
Strategies and tactics to prevent skill erosion
So, instead of moaning about the great wave of skill erosion, I’d rather focus on doing something about it.
The good news is there’s a lot we can all do.
If you haven’t already, you can find a ton of my guidance in these articles:
Saves me repeating myself like a broken record here.
Plus, the folks at Gartner offer some basic but useful actions for the workforce:
Watch for AI mistakes and rising error costs, and keep manual checks in place where AI is used most.
Retain your senior staff and encourage peer learning to slow skill loss.
Focus on roles at risk and review your talent strategies regularly to keep key skills strong.
Pair AI with human oversight and maintain manual checks as a backup for AI.
Encourage employees to continue exercising core skills (e.g., analysis, coding, problem-solving) even when AI tools are available — through simulations, rotations and shadowing.
Use AI simulations and adaptive training, but make sure people still learn from each other.
My question to you: What would you add?
Final thoughts
There’s much more to ponder on this.
Like with everything in this space, whether it happens or not is down to your individual choices and intentions. So, if you want to craft a career for the long haul, make smarter choices when it comes to your skills.
Before you go… 👋
If you like my writing and think “Hey, I’d like to hear more of what this guy has to say” then you’re in luck.
You can join me every Tuesday morning for more tools, templates and insights for the modern L&D pro in my weekly newsletter.
At the end of the day, we’re all just trying to figure out how to survive. Skills are the currency of that game. They’re how we position ourselves in the marketplace of employability.
Newsflash:Learning isn’t keeping up with the pace of work.
You probably knew that already.
It’s not just AI skills that leaders are looking for employees to develop. They want those that will enhance an AI-powered future too. As we covered last time, the future is human-powered.
Human + AI skills are the winning combo.
You’ve probably seen that line in some form on social media. I believe it’s the future we’re currently building. Look at generative AI as a tool. Like any tool, it has a time and place for use, and its real power is in the hands of a skilled operator.
If these are the baseline skills, what else can we expect to craft in the next 5 years of both reskilling and upskilling programmes?
Let’s dive deeper down the rabbit hole, friend.
Back to the future…or 2027
Like many other reports, WSE drops their 10 skills for the reskilling and upskilling scene:
Analytical thinking
Creative thinking
AI and big data
Leadership and social influence
Resilience, flexibility and agility
Curiosity and lifelong learning
Technological literacy
Design and user experience
Motivation and self-awareness
Empathy and active listening
The takeaway: Skills are always being disrupted. It is the nature of life.
Are you seeing the pattern here?
Human + digital technology together. These are the perfect combo to navigate the career game.
In the year of AI, is it any surprise companies rank analytical thinking as the #1 core skill for work?
Human thinking on any level is something generative AI can’t do.
In an evolving workplace where we’ll likely partner with AI tools, the ability to think like a human will be a prized asset. That’s why it’s no surprise, critical thinking came in at #2 on this list.
The social skills pandemic
Digital technology is beautiful.
I’m a huge fan of what it’s contributed to and enabled in society. Yet, I’m also aware of what we’ve lost.
I feel like we struggle to talk with and engage with each other more as the years pass by. I heard from organisations recently how their next generation of talent struggles to do simple things outside of a screen.
More data on this is now coming to light.
That’s why it’s no surprise this report’s top 10 skills for the future are stuffed with social skills like:
Leading: As workplaces become more collaborative and less hierarchical, the ability to lead and influence others is no longer restricted to the C-suite.
Empathy and Active Listening: With remote work and digital communication becoming the norm, the need for empathy and active listening skyrockets. These skills are vital for effective communication and teamwork, particularly when face-to-face interactions are limited.
Emotional Intelligence: High EQ, represented by these social skills, is increasingly seen as a predictor of success, sometimes even over IQ. It’s not just about being smart. It’s about being smart with people.
Evolving & emerging skills
I find we never do enough skill health checks.
Which is weird, IMO.
They’re the objects that grant us the power to improve our earnings and freedom, yet we don’t tend to them like you would a garden. Your skills need constant attention in the form of watering and pruning ya know.
Every quarter I recommend you do this:
Open a doc or grab a notebook
Create a 3-column table
Place these 3 headers – ‘expiring’, ‘evolving’ and ‘emerging’ in one of the column headers
Now, the good stuff. Reflect on your current skills and place each of them in the best column.
The power of this exercise enables you to:
Chuck out the skills which no longer serve you and the world
Double down on the skills that can give you a performance advantage
Identify advantageous skills to add to separate you from the crowd
To help you with the last two columns, here’s what the World Economic Forums identified as the most pressing evolving and emerging skills across industries:
Skills are the biggest barrier to success
This is true for both you personally, and organisations.
We cannot understate the importance of skills in life and work. We each partake in the career marketplace. The currency in this market is skills.
→ The better skills you have, the better opportunities you can unlock.
You will see the reverse of this on the company side. For any company to succeed, they need the people with the best skills. And, those with the best skills can command the best opportunities.
Are you following me?Good.
We see this backed up in more data from the World Economic Forum’s Future of Jobs report. The single biggest barrier to businesses evolving is skills.
We have two big opportunities as L&D operators and leaders here:
1/ Focus deeply on your skills
As those often responsible for helping others improve, we tend to forget ourselves.
Don’t make this mistake.
You play in the career marketplace with the rest of the world. Spend time investing in the skills explored above with the how-to frameworks shared last time. These will be your route to being a high-performing operator with opportunities knocking at your door and a strategic L&D leader, should that be the path you want.
Let’s be real, most companies have no clue what skills they have or need.
I see a lot of posturing online but very few have a real grasp on this. In next week’s chat, I’m going to share ideas and examples to help you close your company’s skills gap. For now, I’ll say this.
Lean on your internal and external market data to focus on the right skills, not more skills.
Too many of these fancy skill-based organisation strategies are focused on opinions rather than concrete evidence.
Questions to consider right now are:
Do I have a view of the key skills my organisation needs to succeed today
If not, how can I get this? (talent management data, HR and L&D systems etc)
Are these skills aligned with my organisation’s goals?
What are the skills we need to be successful in the next 3 years? Future-proof your workforce
How do I get the answers to these in the simplest and most minimal way? This is very important ←
Here’s the process I use for designing high-quality performance solutions.
You can use this to solve a problem as opposed to doing what I like to call the McDonald’s conveyor belt of just taking orders and not doing anything that has a return on investment.
Imagine someone has come to you with a performance or capability issue in their team. I like to look at the problem as a window and break it down into four sections.
The Four Performance Discovery Zones
1/ What are the key things users need to know about that topic?
How can you get them from A → B in a logical manner?
Consider the things which will move the needle.
2/ What do they know today?
It’s key to get an assessment of what is known today.
Without this, it’s like the blind leading the blind. You’re going to find it difficult to pitch your solution at the right level.
Consider:
What do these people know today about this topic?
Do they know its importance?
How it supports them in their role, and how it supports them potentially in their future growth.
3/ What do they need to know that’s not been identified?
Your stakeholder’s view is only one side of the coin.
Think like a consultant (or detective) to uncover what might have been missed.
Reflect on things that they need to know to succeed in the modern era but have not been identified either by the team or the stakeholder. We can frame this as what they think they need versus what they actually need.
Quite often I find stakeholders will come to you and say, ‘This is what I think we need’.
Sometimes that might be 100% of the picture.
But I find that 9 times out of 10, there is more than meets the eye to what is shared in those conversations. It’s key that you take a consultant approach to dig down and find out what is it people think they need to know, but what is it they actually need to know?
This enables you to trim the fat.
→ You can add lots of value by taking things away.
4/ The not-known zone
The last bit is what I call the not-known zone.
This data will become apparent during the design process as you speak with both stakeholders and users in more detail.
At the beginning of the process, you don’t know about this. It’s something that reveals itself because it’s unknown to everyone during the process. It reveals itself through retros and continuous feedback.
This is a good thing. This is not something to worry about at all.
It’s part of the design process. It’s why I advocate looking at building solutions or products as minimal viable products where you can ship something that meets the basic user needs quickly.
This enables you to test and learn at speed and tweak your solutions for a final product.
Happy problem-solving!
Before you go… 👋
If you like my writing and think “Hey, I’d like to hear more of what this guy has to say” then you’re in luck.
You can join me every Tuesday morning for more tools, templates and insights for the modern L&D pro in my weekly newsletter.
As I type these words, tens of thousands of humans have taken my online courses, read my work, and binged my videos.
I class each of these as a learning experience and, as such, design them for audiences living in this era and how we now experience the world.
For the most part, this is digital.
Now, I don’t class myself as a learning designer, LXD, or the other million labels for this type of role.
What I do understand is how to build products and experiences for the digital age we live in.
Most corporate L&D programmes aren’t designed for a digitally native mind. They continue the status quo of classroom-based delivery and convert that to digital platforms.
Note: Just because you have a resource or course on a digital platform, doesn’t mean it’s built for digitally native minds.
Other industries have learnt how to change their approach for the digitally native society.
Your mind has changed
Since everyone could start writing online in the early 00s, established Writers figured out they couldn’t structure words stuffed into long paragraphs as they had for so many years.
People just won’t read stuffy pages that overwhelm their eyes.
So, they adapted.
Digital writers brought about clear and compelling writing structures with 1/3/1 and 1/4/1 paragraph styles, and improved heading structure.
They evolved their practice to work for digital consumption.
Our friends in marketing did the same thing.
Ask most people under 25 about print marketing, and you’ll get an odd stare. The term ‘digital marketing’ was born to adapt to the digital age.
Marketers didn’t just take what worked in print and slap it online.
The style, structure and delivery had to evolve.
We see this with videos too.
For those old enough to remember the lynda.com tutorials (btw, LinkedIn bought them) that taught you how to use any piece of software in about 100 hours.
These have now morphed into 3-minute short videos that pollute our digital spaces.
My point is each of these industries adapted how they built experiences for their audiences.
So, why hasn’t that translated across our industry?
Seriously, I don’t know – I’m asking.
There are only so many full-day leadership workshops that could have been a 10-minute video that one guy can take before slamming his head off a printer.
Why You Need to Know Your Audience
Here’s an example of a classic mistake I see with digital courses.
Someone once asked why my AI Crash Course only takes around 3–4 hours to complete.
They wanted more.
It’s a crash course, FYI. It was designed for time-poor people who need actionable insights — aka my target audience.
This was my answer 👇
Having:
300 lessons
1,000 hours of video
200 PDF documents
…doesn’t make your digital experience more valuable.
The goal is always to get a user to their outcome in the quickest time possible. The modern digital era created those rules — I didn’t make them up.
If there are two learning experiences with the same outcome, but one takes 2 hours and the other 40…
Guess which one I’m buying?
Good design means seeing through the eyes of your user.
We too often fall prey to the more must be better fallacy. In most cases, it’s not.
Think about your consumption habits.
How many times have you:
Not finished that course
Not finished that book
Fallen asleep halfway through a bloated project update email
We tend to make things more complex than they need to be.
That’s been my experience after nearly 20 years in the industry (damn, I’m old).
I’ve been part of many experiences that would’ve been far more useful as a five-minute article, a short email, or even a single sentence sent via Slack.
This is why thoughtful design is such an important part of any kind of work.
It’s not exclusive to L&D.
Anyone building products will benefit from designing more intentionally. Design is everywhere and everything.
📔 The Learning Design Playbook For The Digital Age
Ok, you know my take.
So, how can we improve the way we design for digitally native audiences?
Of course, I’m not going to leave you hanging.
Here are four elements that will serve you well, regardless of the format you’re designing for:
1/ Understand the user’s goals, objectives and constraints
If you don’t know this, you’re in trouble.
Use research techniques to identify audience needs, pain points, and desired outcomes. You can’t build the best solution without truly understanding the problem.
This could be done through user interviews, surveys or just talking to people like a human.
Get as close to the problem as possible.
What do users already know about it today?
What are their motivations for solving it?
Do they even care about it?
What constraints are in their world? (e.g. time)
The more you know, the better you can help.
2/ Simplify complex concepts and information
Thoughtful design should simplify the complex, not make it feel heavier.
I always see any L&D operator’s role as a context guide.
You’re most effective when you can frame a complex subject and say: “Hey, this is what it means.” That’s your superpower.
Once again, speaking to your audience helps here.
Understanding their existing knowledge and motivations will inform your design. It has to. Otherwise, you’ll end up building something no one asked for.
This has killed many learning experiences where I’ve been a student.
Confusing your audience with big words and detailed technical explanations doesn’t make you look smart. It just makes it harder for them to reach their goals.
3/ Prioritise usability and ease of navigation
This is ‘THE’ crucial aspect of thoughtful design.
It doesn’t matter if you built the best solution our world has seen. If it’s drowned in a poor user interface and experience, it’s worthless. I know this sounds harsh.
Yet, I see this happen every day.
It literally happened an hour before I typed these words. I enjoy learning from smart people, but even they fall victim to poor design.
I stopped reading a newsletter this morning, even though I knew the content was fantastic.
It was horribly formatted.
My eyes were overwhelmed with huge blocks of text with never-ending paragraphs.
I kept scrolling and they kept coming.
It doesn’t matter how great the content is if I can’t clearly and easily consume it.
So, structure your content logically and intuitively.
Use clear labels and headings, and provide search and filtering options. Make it easy for users to unlock the value your work offers.
This applies to videos, emails, and live talks too.
The UI (interface) and UX (experience) of everything you create matters. Great structure amplifies great work. Don’t over-index on the latter and forget the former.
4/ Test and iterate based on feedback
Experiment, test and improve – always.
The best way to do this is through your users.
Build minimum viable products (MVPs) for your audience to play with. Then talk to them.
Discover what worked, what didn’t and you might even uncover things you never thought of before.
Build feedback reflections into your design process.
It’s a no-brainer if you want to solve real problems and deliver real value.
Again this applies to anything you design like:
Emails
Articles
Reports
Presentations
Courses
Videos
Instructions for your AI assistant
Every one of these is a learning experience.
What L&D Can Learn from Social Media Creators
Ok, here’s some of that perhaps juicy, controversial stuff I was foreshadowing earlier.
I’ve (honestly) seen better experience design in a 5-minute YouTube video than a lot of 60-minute corpo L&D workshops.
Yes, I’m painting a wide canvas, and yes, you can throw your pitchforks and fire at me. Still, it exists.
Let’s be clear, I’m using YouTube as an example of modern social content.
You can insert whatever platform you like instead as they’re all designed the same way (sort of).
YouTube has been one of my best sources of great learning experience design, and I know a lot of people who’ve had better experiences with learning from social content than from pre-defined corporate learning initiatives.
There’s a reason why YouTube is one of the biggest streaming platforms in the world.
I made a point a few months back on LinkedIn about audiences not caring what ‘L&D methodologies’ we might use to build products.
Those same methodologies are often what imprison us to poor experience design.
You don’t have to be married to them.
Some of the biggest social media creators have built valuable learning experiences not because they followed the industry-touted model, but because they understood how digitally native minds want to experience information.
Granted, creators have a tighter grasp on their specific audience than most corporate L&D teams do. We’re forced into grouping people by departments, roles etc.
But still, there’s a lot we can borrow from these creators to elevate corporate learning design for the modern digital audience:
1️⃣ Optimise format and consumption habits
Creators shape their content for how people actually consume: mobile-first, bite-sized, visually engaging, and emotionally compelling often within seconds.
They know their audience can swipe away at any moment. In fact, YouTube tracks engagement in the first 120 seconds as a critical performance metric.
If you don’t communicate the why, what and how to a user in that time, you’re doomed.
Of course, platform algorithms play a part here — but still.
Chew on this:
What might your experiences look like if designed with the assumption that a participant might disengage in under 10 seconds?
2️⃣ Immediate action vs. Delayed application
As capturing attention is what drives a creator’s work, it shouldn’t surprise you when they deliver immediate, practical value by showing audiences ‘How to do x’, not just talking about it.
I’m a huge fan of live demo videos.
Which, if you follow me on YouTube, is not hard to guess. There’s something beautiful about applying what you’ve just learned in real-time.
Sadly, much of corpo L&D doesn’t work this way.
We tend to flood people with theoretical models and frameworks, without a clear pathway to action.
What transpires is audiences have no momentum for action or forget everything before they ever get a chance to apply it.
A thought for you:
How can your learning experiences better integrate immediate, actionable outcomes?
We could chalk this down to ‘showing’ not just ‘telling’.
3️⃣ Connect like a human
The best creators know how to tap into curiosity, humour, storytelling, and credibility in their work.
Which is like a drug for our brains as we all want to be seen, heard and valued. It’s not rocket science. They call out a shared pain, sympathise with it and then show you how to solve it.
That’s a pretty solid learning experience, imo.
We need more of that in corpo L&D because it can be a little stale when it comes to storytelling and connecting on an emotional level.
Now, I’m not suggesting you show up like a fitness or beauty influencer. That might be career-ending in some environments.
But ask yourself this:
What practical ways can you introduce the type of connection that drives your audience to take action?
(Hint: I gave you the answer in the second paragraph)
Final Thoughts
We’ve covered a lot today.
From luscious hair on webinars to learning design lessons from YouTube.
But beneath the GIFs and sarcasm sits a serious point:
The world has changed, and how we design learning needs to catch up.
Today’s audiences are digitally native, time-poor, and overloaded. They don’t want to wade through 40-hour courses or decipher abstract frameworks.
They want clarity, relevance and momentum.
And who’s nailing that right now?
Not always corporate L&D, but creators, product designers, and marketers who’ve adapted their craft for modern consumption.
They lead with empathy, design with intention, and make learning feel like less of a chore and more of a choice.
That’s the energy we need to bring into L&D.
Not by copying TikTok trends, but by rethinking how we structure, deliver and humanise learning experiences. Whether it’s simplifying information, prioritising usability, or showing (not telling).
Design like a creator → Think like a product person → Deliver like a human.
That’s how we make learning work in the digital age.
→ If you’ve found this helpful, please consider sharing it wherever you hang out online, tag me in and share your thoughts.
Before you go… 👋
If you like my writing and think “Hey, I’d like to hear more of what this guy has to say” then you’re in luck.
You can join me every Tuesday morning for more tools, templates and insights for the modern L&D pro in my weekly newsletter.
