Learning and Development (L&D) leaders often face exclusion from strategic discussions within organizations, despite their meaningful contributions. This exclusion is not due to a lack of value in their work, but rather a failure to position themselves as strategic enablers. The perception of L&D as operational and internal-facing reinforces this disconnect, with L&D teams focusing on course completions rather than directly linking their efforts to business performance. To gain recognition, L&D must translate their goals into business language and proactively show how training impacts outcomes, risks, and overall business value.
To be seen as a peer to Finance, Operations, or Strategy and avoid exclusion for L&D, the function must reframe its value. That starts by translating learning work into business language.
Executives are not indifferent to learning; they are indifferent to anything that doesn't show up in the metrics they report to boards and investors.
Learning and Development often exists in the 'middle layer' of organizations-perceived as responsive, operational, and internal-facing. That perception is reinforced when L&D teams focus on course completions.
L&D speaks in instructional language; business leaders think in terms of outcomes, risks, and value.
#learning-and-development #business-strategy #leadership #organizational-development #training-metrics
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