Why L&D Needs to Stop Chasing Completions and Start Driving Change

If people are completing training but nothing’s really changing, what’s the point?

In this episode of the L&D Disrupt Podcast, learning expert Paul Matthews joined us to talk about something that’s been quietly holding L&D back: the obsession with content over outcomes. It’s easy to default to courses, workshops, and portals. But if all that learning isn’t shifting behaviour or driving performance, then it’s not really working.

Let’s dig into why content-first thinking needs to go and what L&D teams should be focusing on instead.

Content doesn’t equal change

For years, learning and development has revolved around delivering content. We build the course, track completions, and call it success. But here’s the hard truth: ticking boxes doesn’t change behaviour.

Despite billions spent on corporate training every year, only a small percentage of it actually sticks. People complete the training, but they’re still struggling with the same challenges on the job.

Paul summed it up well. It’s not about how much content we push out. It’s about whether that content leads to better decisions, stronger skills, and real business results.

The knowing-doing gap is real

Ever finished a course and then completely forgotten it a week later? That’s the knowing-doing gap.

People often know what to do, but that doesn’t mean they’ll do it. Maybe they don’t get the chance to practise. Maybe they’re not confident. Or maybe they’re too overwhelmed to apply it.

This is where L&D needs to step up. Instead of just delivering knowledge, we need to build environments that support behaviour change. That means follow-ups, feedback, practice, and time to embed new habits.

It’s not enough for people to pass the test. We need to help them change how they work.

Start with this one question

Paul shared a simple but powerful prompt: "What change are we trying to create?"

Not “what course do we need to build?”
Not “how many people can we train?”

That one question changes everything. Because when you focus on the outcome first, your strategy shifts. You start looking at what’s really getting in the way, how people are working today, and what needs to happen for that to improve. You start solving problems, not just producing content.

Less course creator, more change partner

This is where L&D needs a mindset shift. If we want to be taken seriously by the business, we can’t just be the people who “do training.”

We need to act like consultants. That means understanding the business goals, identifying the gaps, and partnering with teams to find the best way to close them. And yes, sometimes that means creating learning experiences but only when they solve a real need.

L&D teams that focus on performance, not participation, are the ones getting a seat at the table.

Make learning part of the work

The most effective learning isn’t something people go off and do separately. It’s something they do while they work.

That’s why building learning into the flow of work is so important. Whether it’s quick nudges, contextual content, or support from a peer, it needs to feel easy and natural. When people don’t have to go searching, they’re much more likely to engage.

Paul made it clear: L&D shouldn’t feel like an add-on. It should feel like part of how things get done.

If you want to show value, tell better stories

Sure, you can measure completions and quiz scores. But do those numbers really show what’s changed?

Senior leaders want to see impact. They want to know if behaviours have shifted, if teams are more productive, if new skills are helping hit business goals.

That’s where storytelling matters. Combine your data with real examples. Show the before and after. Share the small wins that led to big shifts. And most importantly, speak their language. Focus on the metrics that matter to them.

L&D’s job is to help the business do something better

At the heart of it all, Paul left us with one key message: learning should lead to change.

Whether it’s helping people adapt, improve, or try something new, the role of L&D is to make work better. That’s what earns trust, gets buy-in, and proves your value.

So the next time someone asks for a course, pause and ask: “What are we trying to change?”

That shift in thinking could be the start of something much bigger.

Want the full episode?
‍

Watch on YouTube

Listen on Spotify

New episodes drop every Monday, bringing you bold conversations and real-world strategies from the people reshaping learning and development. Subscribe to stay updated.

‍