As a specialist recruiter within the learning and development (L&D) arena for over 20 years, Blue Eskimo has developed relationships with hundreds of senior learning and talent development professionals, whether they’re hiring or seeking their next role.
This article highlights some of the qualities that make these people stand out in the L&D industry and what differentiates a great leader from an average, good, or not so good manager.
Acknowledgements
As part of our research, we spoke with several L&D leaders about what they considered to be the key aspects of their roles, when it comes to driving success. Our sincere thanks go to:
Melanie Lepine, Global Head of Talent and E-learning, CBRE
Chara Balasubramaniam, Vice President Future Skills and Learning, BP plc
Ron Edwards, Head of Learning, Entain plc
Martyn Bullard, Director of Learning and Development, Sage Group plc
Their invaluable contributions have made this resource possible. Direct quotes and more of their opinions can be found in our full paper on this subject HERE.
Effective leadership within L&D is now more crucial than ever
The transition to a digital, knowledge-driven economy underscores the critical importance of a dynamic workforce. A substantial portion of market capitalisation in public companies is now derived from intangible assets such as skilled employees, knowledge – and exceptional leadership.
There are many things that define a great L&D leader, and we have chosen just six of them. But in our opinion and those of our interviewees, six very important attributes and considerations:
Maximising Organisational Engagement in L&D
L&D leaders with a strategic, organisation-wide perspective effectively harness the growing emphasis on capability development. They drive performance by:
- Aligning Initiatives: Ensuring learning and talent development support organisational goals, making them targeted and impactful.
- Personalising Growth: Tailoring learning to employees’ career aspirations, fostering value and commitment.
- Challenging the Status Quo: Acting as trusted advisors, advocating for meaningful change.
- Building Community: Encouraging team-based projects and peer learning to create shared purpose.
- Collaborating with HR: Provide continuous feedback and celebrate achievements to sustain motivation.
Demonstrating Value - Elevating L&D to a Strategic Priority
L&D must prove its worth through measurable outcomes to secure its place as a strategic partner. Demonstrating ROI is critical for ongoing support and funding. Leaders should align learning initiatives with business objectives and identify meaningful success criteria.
ROI can be straightforward for sales training but less tangible for leadership development. Begin with the end in mind, defining success metrics before launching initiatives. In times of economic pressure, demonstrate resilience by optimising resources and focusing on impactful initiatives.
Harnessing and Using Data: Going Beyond the Basics
Most L&D departments use basic learning analytics but exceptional leaders go further. They connect data to tangible outcomes like saving money or driving revenue growth. Define meaningful data for your organisation to ensure purposeful collection aligned with strategic goals. Make key data accessible while respecting security protocols.
Effective use of learning data can uncover insights, track skills gaps, and improve performance. This positions L&D leaders as strategic enablers, using analytics to create measurable, impactful change and drive organisational success.
Defining, Communicating and Celebrating Success
Success in L&D starts with a clear vision: defining success for each initiative. Great L&D leaders shift perceptions from cost centres to value-adding functions by defining metrics, tracking ROI and showcasing results.
They amplify achievements with success stories that illustrate how L&D drives profits, reduces costs, and enhances performance. Communicating these stories through internal channels boosts morale and demonstrates L&D’s impact.
Celebrating success inspires others to engage with L&D programmes, viewing learning as a pathway to growth and success. This builds a culture where L&D is recognised as a strategic force driving business excellence.
Commercial Acumen: Speaking the Language of Business
L&D leaders with commercial acumen position the function as a business enabler. They engage with the C-suite, aligning learning initiatives with business objectives. Before launching initiatives, they understand objectives and costs, evaluating benefits versus investment.
By framing projects in terms of ROI and business outcomes, they gain buy-in and demonstrate value. These leaders strategically target efforts for maximum return, ensuring every initiative contributes to the bottom line. This approach builds credibility and secures ongoing support and investment for L&D to thrive.
Collaborating and Relationship Building
Strong collaboration skills are essential for L&D leaders to drive team-based projects, align strategies with business goals, and build partnerships.
They grow networks with internal stakeholders, external peers, and suppliers, staying connected to industry trends. In virtual environments, they adapt to maintain teamwork and engage in professional communities. By thinking beyond traditional boundaries, they identify innovations to enhance learning programmes.
Conclusion
Exceptional leaders distinguish themselves through strategic vision, strong collaboration skills and the ability to drive measurable outcomes. They align learning initiatives with business goals, foster a culture of continuous improvement and inspire their teams to achieve excellence.