By showcasing the ROI of L&D and, in turn, proving its value as a function within the organization, internal champions can help learning leaders gain the executive support and buy-in they need to deliver learning initiatives that drive change.
Learning and development is a lot like advertising; both are often the first department to be scaled back or eliminated during budget cuts. Sadly, it looks like another “belt-tightening” is headed this way in the next year or two.
As leaders in learning and development, we are continually tasked with influencing others. Sales might have a bad rap, but it is misunderstood. The sales profession has mastered the skills and strategies necessary to influence people.
Having a partner can help learning organizations prove their value in the business and change the perception of simply being a cost center.
In order to align your goals to support the whole organization, let’s start with the understanding that every organization can be divided into two types of functions: core functions and support functions.
Being “people people”, L&D professionals tend not to have huge egos that crave constant approval from others. Rather, they express concerns that their hard work hardly rates a “thank you” from senior managers.
Learning leaders need to engage with executives with the understanding that they may believe in the value of training, but nothing else is guaranteed.