Workforce development brings its own set of opportunities and challenges to Learning 2.0.

During my life I have seen major technology shifts and failures. I remember my first Sony Walkman, Sony Discman, and I'll never forget my first Apple iPod. I also remember school lectures taught on film strip, VHS, and laser disc. While some of these technologies are now distant memories, each pushed forward the way we do something into new ways.

This is just what the world of social media has done for the way we interact with one another, access information, and even learn new skills. With all its potential, it's no wonder the organizational learning function is taking notice. But leadership and workforce development is a distinctly different form or learning, and that brings its own set of opportunities and challenges.

The world of organizational learning and development is fairly expansive - from knowledge management to technical and compliance training. Leadership development is unique from other kinds of learning in one major way - it's about changing the behavior of individuals - not just knowledge transfer. It has been well researched that the most effective method of behavior change is through behavior modeling, in which a learner is first taught the concept, then it is modeled for them, and then they practice the behavior, receive feedback and practice, practice, practice.

Blogs, VODcasts, and social networks can't replicate a modeling learning process by which leaders learn to give good feedback or gain commitment from a group. But adding social media components into a development initiative - when done right - enables the learning event to become a continuous endeavor.

There are many tools and networks that can help build community and increase levels of interaction amongst dispersed leader cohorts, but before you jump in feet first, you'll want to consider a few things so your initiative doesn't go the way of the laser disc

Social Media Tools: A "How"Not a "What"

Like all good training initiatives--be it technical training or soft skill development--you need to start with the end in mind. What is the outcome you are hoping to achieve? How does this implementation tie to your organization's strategic objectives? By focusing here first, you will come to see that social media (and other online collaborative tools) are merely the how - NOT the what. Organizations doing the reverse and making the tools the centerpiece will soon find that they are not moving the needle on development.

Next, define the knowledge, skills, and experience that your leaders need in order to achieve those goals. None of this should sound new so far, these are cornerstones of successful leadership development initiatives. But it is especially important when considering the use social media applications as part of your development plan. There are certain tools that lend themselves more easily to soft skill development than others. For example, if coaching is a development focus would you ask your leaders to upload videos of them coaching another associate? Absolutely not!

Now think about which social media tools you can incorporate into your implementation, and how they can help to add value. No single tool can truly replace formal learning because they aren't effective at leading to behavior change. However, they can help provide the appropriate online forum to kick-off learning events, reinforce new skills, and serve as vehicles for practice and shared self-insight post-training.

So, let's think about an organization that is focusing on improving its leadership bench strength through new and emerging leader development. The skills it is concentrating on are coaching, decision making, and building trust among new teams.

Once a foundation is selected a foundation for the classroom, web-based or virtual formal courses, use social media tools to augment the learning event and create a learning culture with this newly formed leadership cohort. Consider which tools might be appropriate before, during and after the formal learning component.

Before training: Using a collaboration tool, set up a site where learners can go to interact with one another throughout the development initiative. Ask them to record a short video discussing why they feel these skills will be critical in their new roles. You can also release a video or a podcast of the CEO discussing the strategic priorities and the role that these leaders will play in helping the organization meet its goals. You can help build a sense of community, especially if you cannot bring these leaders together face-to-face, by having them introduce themselves and start forming connections before the first learning event.

During training: Between formal learning events, leaders can come back together in a discussion forum to talk about opportunities for using the new skills, or have a virtual conference or video call where they do additional practice with the facilitator. Post intersession materials on collaboration sites, and have learners comment on their fellow learners' action planners or insights.

After training: Using content sharing tools, ask learners to blog about how they have found these new skills to help them improve in their role or where they still struggle. Allow them to post additional articles on the importance of these leadership skills; have peers to comment on them or offer ratings on how useful they found the information (similar to a "thumbs up" or "like" feature). This will allow the conversation to continue long after the leaders have left the classroom.

These virtual interactions can build a much more robust culture where learning becomes a continuous process, not merely a single event or interaction.

The Power Law

The wonderful thing about social media is that it presents a highly democratic space. You can choose to be an active participant in the conversation, building a highly collaborative and creative forum. Or you can choose to be more of a 'consumer' of the information, anonymously reading others' posts and comments.

However there is a dirty little secret to Web 2.0 - and thus Learning 2.0, and that is the Power Law. The Power Law, by definition, is a mathematical relationship between two quantities. In the case of social media, it has evolved into a 90-9-1 distribution. Essentially, 90 percent of people using these tools are passive observers, 9 percent are active contributors, and 1 percent are the leaders and creators. While this distribution is perfectly adequate in the world of social media, when it comes to leadership development it can create some hurdles to effective implementation.

The impact of using these tools as part of your learning implementations is that they enable everyone to have a voice and to contribute. As shepherds of organizational development, we have to build accountability around the usage of these tools. The value of the learning activities, and the sense of community created, is greatly improved when everyone joins in the conversation.

Workplace learning and performance professionals need to promote the value of these activities and tools before the learners ever sign online or enter a classroom. As some leaders will be hesitant to be the first to post, consider putting up applicable questions they can respond to, making it less daunting to get the conversation started. Providing meaningful activities and follow-up will build their enthusiasm and accountability, which will drive them to continue practicing and honing their newly learned skill set. But beware: Don't think if you put these new tools out there that everyone will jump to use them - as with all change, there is an adoption process that has to be managed.

Look Before You Leap

It is true that Learning 2.0 is much more easily accessible - many of these tools are free and available online anywhere (from a PC, laptop, tablet, or smartphone), not to mention fast and efficient. This can make it deceiving as to how easy it will be to slide them into your existing process without any bumps or hurdles.

Because these tools are all online and their usage in this format is still fairly new, it's important to take into account a few new factors that can make or break your implementation.

1. Resources to implement, monitor, and maintain the usage: Who will be in charge of each of element? How will you monitor their usage? What effort will it require on their part to keep things current and appropriate?

2. Corporate Culture: Will it be a major culture shift to implement these tools (or type of tools)? Will you have little pushback?

3. _Relationship with IT:_How connected are HR and IT? Will they need to be involved in the set-up or ongoing monitoring of this tool?

4. Risk Analysis: How will you manage data and information security? How will you handle privacy concerns?

If you are unsure of the answer to any of these questions, or the answer makes you think there is more work to be done, you have more work to do. These questions should help guide your thinking as to where to start, or what relationships need to be built internally. Exploring these questions ensures you are able to successfully execute the initiative.

As with all new advancements, it is important to weigh the promise with the practicality. If your learning implementation is working well, you don't need to throw it out for shiny new technologies. Instead consider using these tools to enhance learning, broaden the reach of leadership development, and help build stronger internal networks. With careful thought and planning, you can create a comprehensive, collaborative, and engaging learning community.

Aviel Selkovits is a project manager of leadership and workforce solutions at

Development Dimensions International (DDI).