Branding Learning & Development


Does your learning and development department have an identity issue?

Explore the concepts of personal branding and what it can teach us about the learning and development function.

The essence of branding is interpretation – we are all very complicated creatures with complicated minds and I firmly have a belief that if you work with people you are already perfectly aware of this. Many have tried to simplify the complicated topic of human interpretation and the greatest attempt is stimulus & response. If I give you a message the mind is immediately stimulated, and how it responds is made up from your uniqueness. What we must remember from this idea of stimulus & response is the stimulus is a message received, and a message is received in many ways. The message could be this written blog, a conversation in the hall way, a video you have seen, or the advertisement on the radio.

Based on this theory, you have already formed an idea of what this blog will contain and if you will continue reading it. In fact, just based on what you may already know about me, my photo in the corner, or the layout of my web site you have already been stimulated and responding in your own way. The trick, the deception to personal branding consequently is consistency. Without consistency in the message how can you make a connection?

“I cannot dictate how you respond to the messages I want to leave you with, however I can determine the messages I give you.”

In researching this topic about incorporating personal branding principles into the branding of learning and development I reached out to my personal network. Their interpretations on Personal Branding provided many different views. The key theme, the one recurring factor that was determined was that to create a brand it must be genuine.

Join me as I explore the concept of personal branding, relate it to the learning and development function, and share my unique perspective with you.


I summarise personal branding into three main areas:

  1. What is the brand
  2. Who is the audience
  3. Consistency of the message

1. What is the brand

To effectively brand yourself to your network, peers, areas of influence (be it community, industry, or friends) you must first understand yourself. If you could simply state what you stand for it will come easier to contribute as it is something that you are already passionate about.

If you do not understand your own brand how can you expect others to? Be clear in who you are, your values, and what drives you so you can demonstrate this to your audience and you will see that sharing becomes so much easier.

I have been warned about the dark side of personal branding too. That is that the term indicates that you are cornered, branded in one light, pigeon holed. However, humans demonstrate time and time again that we are creatures of habit, and it is that habit that brands us. Be it a good habit or not, it is the habit that becomes us. I am simply saying draw attention to your strengths as they tend to be what your passion is!

Relate this to the learning and development function and I would be taking a quick stock take. Conduct a personal reflection for what you believe the strengths and weaknesses are of the function and how you determine it to be represented by the business. With this information you are looking from within out, and the results could be very biased. Next, you should look from outside. How is the business seeing the department and does something need to change. Simply understand the brand.

More often than not with the first area of personal branding, ‘what is your brand’, many people (and in turn your department) is giving off mixed messages in what it represents. Not only can this confuse you, it can confuse the business too.

2. Who is the audience

You understand what your brand is, what you are known for and what you are passionate about. With this information you can start to create a presence and become known for you vision and insight. After all if you truly believe in something it flows so much easier and attractive. That being said, I am going to label some of us a extraverts and introverts. And No! personal branding is not just for the communicators, the ones who stand out because of the noise they make. Personal branding can be simply knowing your strengths and sharing them with the network.

This brings me to my next area, who is your audience. To put it bluntly, if you trying to brand yourself as a passionate global pro surfer why is your target audience the local swimming school?

Knowing your audience means you speak to their language, you use common grounds to share your unique perspective and you understand what they are going through. Relating this to the learning and development function, you understand what the department represents and stands for, however have you clearly articulated this to the target audience in their common language, their business outcomes.

The realisation here is the medium of communication. A recent example was using the intranet as the vehicle for all information and communication in the business. If I had done my research on the audience I would have found that they get their business updates from their managers and I simply needed to cascade information down to get the message up!

3. Consistency of the message

Clearly one of the most important areas, however without the other two it would be useless and unsatisfying. Maintaining consistency in the message being giving will result in returning traffic. Simply if the audience has an opportunity to create a recognition to a colour, image, or tonality they have a higher chance of returning or making a connection with it.

One measure I have taken with my personal branding of late is to re-focus on the consistency of the message. Ensuring I am using the same image found on my blog for all my communication avenues means my network can make a connection.

Making this relatable for the learning & development function, how often do you ensure you have consistency in approach to learning interventions, or request to support the business? I am not only talking about consistency in approach from the template lesson plans, handouts, emails, etc. But the approach you and you fellow human resources team use when working with the business. How consistent are you? Is it time to re-configure?

“Measure yourself not as a brand, but as a strength. Measure your success not in followers or likes, but in the impact you can cause. Measure yourself not by the work output, but in the input you contribute.”

Luke Campbell


Innovation in Four Easy Steps


Today I reflect on workplace innovation and how it can be sustained with the use of problem based learning.

Todays organisations are large, and they are large enough to fail. This is mainly due to global competition now brought on by world trade and and globalisation where the threat is no longer from our competing business on the same block, but from highly resourceful and innovative international threats.

A quick look at the top 10 most innovative companies from a recent study conducted by booz & company show Apple leading the way followed by 3M and Google. What do all top 10 have in common? They are Integrating processes and creating a culture where innovation is supported and endorsed at every level. A quick employee engagement survey in your workplace would demonstrate effectively (with the right questions) how our employees would like to be part of the process that will launch our companies into the future.

Lets face it, the workplace has changed dramatically over the last 20 years. Access to information is now freely available to anyone that is willing to find it, and our reliance on ‘subject matter expertise’ is no longer a unique strategic advantage. Finding innovative ideas, and executing them successfully are the key characteristics of a forward thinking workplace.

To create this workplace of innovative spirit we must engage with four things; endorse and drive a focus of problem based learning for any workplace training events, create opportunities for innovation to happen, ensure that leadership (and culture) support innovation, and finally equip the organisation with the right tool to execute!

Happy innovation,
Luke Campbell

Innovation – Emotionally involved


How exciting is this – work hard, great leadership, supportive network for failing & learning. This is true innovation, the ability to be yourself and improve your practice!

The above paragraph is a reflection on my team and our culture for innovation. It’s was brought on by the realisation that I am heavily invested in the company I work for and the real success of a truly innovative environment. What brought on this reflection you ask…

I am prepared to be emotionally involved in what I do, who I work with and what type of learning culture I can build for others. Are you?



Innovation is a team sport – collaborate and reap the awards.

I was very excited today to see individuals from the coal face come together and show case their innovative ideas to a extremely supportive senior leadership team. One quote from a participant today was “it’s nice to see that this is not just a training fad, and that it is fully supported by you’s (management)”.

It reminds that the culture is so important to the success of a training event, and that a manager can, with the whip of a tongue, make or break what has taken L&D years to build.