Many learning and development (L&D) professionals step into their roles as pioneers, building training functions from the ground up. Take Eugen Hubbs, CPTM, an L&D leader at Bellingham Cold Storages, for example. When Hubbs was hired, he was a team of one, tasked with implementing structured training programs in an organization where training had long been handled informally.
One of his biggest challenges? Navigating a new role without stepping on the toes of those who had previously managed training in their own ways. “The company had been around for about 70 years before me, and everybody got used to doing their own thing,” Hubbs says.
His position was created when leadership recognized the need for a more consistent approach to training — one that individual leaders had previously overseen in silos. While these individuals took great pride and ownership in their training responsibilities, the transition to a centralized L&D role meant that ownership was suddenly reassigned to Hubbs. This shift required him to not only implement new initiatives but also earn the trust of employees, leaders and those who had once led training efforts.
“One of the biggest challenges that I found was trying to appease and make peace with people,” he shares. “I had to adjust a lot of things when I first came in.”
For many new L&D leaders, establishing credibility and securing buy-in from both employees and leadership is a common hurdle. This article outlines practical strategies to help you advocate for training in your new role and gain the support you need to succeed.
How to Build a Case for Training: A 3-Step Guide
L&D professionals are natural problem-solvers. Their role goes beyond addressing performance issues — they also position themselves as trusted business partners. But this is no small feat. L&D is often viewed as a “cost center,” because it doesn’t directly generate revenue, making it crucial for learning leaders to prove their value.
To secure leadership buy-in and drive meaningful impact, L&D professionals must take a proactive approach: assessing training needs, aligning them with business goals and effectively communicating the benefits of training.
Here are three steps to successfully build a strong case for training.
1. Get to know your stakeholders.
As a new L&D leader, it’s important to get to know your organization’s departments and how they contribute toward business objectives. This knowledge helps you align training initiatives with company goals while building an internal network who can champion your efforts.
Sarah Hughes, CPTM, an award-winning director of professional development at American Council for Technology, shares how she connects with her stakeholders to help roll out training experiences. She explains that people in an organization typically view professional development in one of two ways: as a contributor to the business or a means for personal growth. Both views can be helpful as a learning leader.
Hughes partners with stakeholders who view training as both a personal and professional investment. These individuals not only align with her vision but also help advocate for L&D initiatives. At the same time, she ensures that those who view training strictly as a business need are involved in the conversation.
“You have to know how to talk to both of those people,” she explains. “The people who believe professional development only affects you professionally are the very analytical people who want all of the numbers. While the analytical people can’t see the marketing, they see their dollars.” She says that typically stakeholders who view training as only a professional asset tend to be in C-Suite. “They want to be involved, but you have to approach it as a bullet point,” to stay on track, clear and concise.
For example, when speaking with the chief financial officer (CFO), Hughes presents the key points, explaining how this initiative will save money and share where it can go from there. However, when speaking with the chief experience officer (CXO), she takes a different approach, choosing to take the CXO on a journey to paint the full picture. You have to match their language and tone, she explains, emphasizing the importance of using the same terminology as the people you’re pitching your ideas to.
2. Leverage your expertise as a learning consultant.
New learning leaders must not only advocate for training but also establish their credibility within the organization. Hubbs recalls the challenge of proving his expertise when he first joined the company.
“There are a lot of times when people wouldn’t return my phone calls or I’d go to the floor to talk with them, and they’d just walk away from me,” he shares. “I didn’t have warehousing experience; I was a former teacher. So, I come in with my education and all my big ideas, and they’re immediately like ‘who are you?’”
Hubbs quickly realized that he needed to shift his approach. “I had to pivot to: I’m here to help you communicate these ideas better to your people while you’re training them.”
L&D professionals don’t need industry expertise to be effective. Their strength lies in identifying skill gaps, facilitating learning and ensuring employees have the resources to succeed. While an L&D leader may not be certified to conduct forklift training, for example, they can equip forklift operators with new skills and tools to improve their performance.
Hubbs also emphasizes that employee buy-in is just as important — if not more important — than management support. If employees don’t see value in the training, they won’t engage. And if they’re not engaged, the training won’t be effective. But when employees are on board, even hesitant managers start to come around, Hubbs says.
3. Adopt practical time management skills.
The best way to prove the value of L&D is to run a targeted training initiative that addresses an immediate business need. A small, well-executed program can demonstrate the impact of training and help secure long-term support.
Managing the process effectively requires strong time management skills — especially if you’re leading the effort on your own. Hughes explains that adopting robust calendar management and establishing a clear task cadence has been instrumental in helping her balance multiple responsibilities. Early in her company’s launch, she oversaw onboarding while also handling office operations, making it difficult to stay on top of training tasks.
To stay organized, she relies on a structured approach to task management. “Within L&D, we’re never going to not have a to-do list. You are constantly thinking 18-24 months ahead of schedule. And you’re constantly trying to figure out how we can do more training.” Learning experiences are continuous, which means an L&D professional’s role never sleeps — with good time management, they can adopt a practical approach to conquering their responsibilities, one checkmark at a time.
Conclusion
New L&D professionals often begin their journey by juggling training tasks alongside other daily responsibilities. By building strong relationships with stakeholders, positioning themselves as learning consultants and embracing practical time management, they can quickly demonstrate the value of training. Launching a small-scale, targeted program aligned with immediate business needs is a powerful way to gain early credibility. Securing buy-in from employees and leadership alike hinges on clear communication, collaboration and tangible results.
In the next part of this article, we’ll explore best practices for creating a fully functioning training department from the ground up.
Investing in training means investing in your training manager as well. Learn about the case for investing in training managers in this infographic below.
