Moving from Support Act to Center Stage

We’ve been talking about this shift for decades, hinting at it in conference rooms and dreaming of the day Learning and Development (L&D) would be seen not as a support function but as L&D as a strategic function. The time may finally be here. Is L&D ready to step from backstage to center stage? And if it is, are we truly prepared to seize the spotlight and make an impact?

L&D as a Strategic Function: Enabling People, Front and Center

As I dive into the “Leading L&D” course with the Josh Bersin Academy, I find myself deeply engaged, not just by the quality of the content but by the realization that L&D is finally moving front and center in organizational priorities. We’ve been saying for years that people are an organization’s greatest asset, yet for so long, the functions responsible for developing those people have been sidelined.

The shift we’re starting to see is about more than just checking a box on training; it’s about aligning L&D with core business goals and proving its irreplaceable value to the business. If L&D isn’t yet at the heart of your organization, it’s time to ask some serious questions.

Has Your L&D Department Moved to the Center?

To gauge where your learning department stands, consider the following:

1. Does the CEO Have Your (CLO) Number?

When a Chief Learning Officer has a direct line to the CEO, it’s more than a perk—it’s a sign that the organization sees L&D as integral to business strategy. If leaders only call L&D when they’re dealing with mandatory compliance training or onboarding, the function is still in the shadows. True integration means being consulted on key business challenges, transformation efforts, and growth strategies.

If your team is not yet being treated as L&D as a strategic function, it’s time to redefine your role and how you show up across the business.

2. Is Your Data a Valued Commodity?

We’ve been hearing that “data is the new oil” for years now, yet in many L&D departments, data remains underutilized or poorly integrated into decision-making. Ask yourself, is our data leveraged for strategic business decisions? If it’s not, it’s time to get more rigorous about tracking and analyzing learning data that matters—employee performance, engagement, skill growth—and presenting it in a way that proves L&D’s strategic worth.

3. Do Leaders Come to L&D for Guidance on Training Needs?

When leaders seek L&D out for guidance on development needs, it’s a clear sign that the department is viewed as more than a “training request line.” L&D should be a trusted partner in diagnosing performance gaps and identifying growth opportunities. If leaders aren’t seeking your expertise, how can you shift your role from order-taker to strategic advisor?

4. Are Your Responsibilities Growing, and Are Other Functions Seeking Your Input?

As L&D leaders, we need to look for expanding responsibilities as a measure of impact. Are your responsibilities growing, and are other functions seeking your input? If not, it’s time to demonstrate L&D as a strategic function through proactive collaboration.

Institutionalizing L&D as a Strategic Function: From Backstage to Center Stage

If your department hasn’t fully stepped into the spotlight, here’s how to get there. It starts with intentional actions and a bit of creative thinking:

1. Do You Have the Motivation Within Your Team?

Shifts like these require a team that’s engaged, driven, and, let’s face it, a little bit relentless. There will be resistance; there will be budget constraints; there will be calls to “just do what we’ve always done.” But to lead an impactful L&D department, you need people who see these challenges as opportunities and who are motivated to build, adapt, and make an impact.

2. Are You Leveraging Every Budget Dollar?

Let’s talk budgets, or rather, let’s talk about getting creative with budgets. L&D professionals know how to stretch resources, and some of the most effective learning solutions I’ve seen were built with little more than creativity, innovation, and a willingness to roll up our sleeves. If your budget is tight, ask yourself: Where could we trim? What can we repurpose? Let’s make every dollar count.

3. Time as a Currency: Getting a “Share of Time”

In the beer industry, we talked about “share of throat”—our goal was to get consumers to choose our beer over all others. For L&D, our currency is time. Do people choose to spend their time with your learning solutions? Are they finding your content and experiences engaging enough to prioritize over other tasks? If not, how can you make learning irresistible? The competition for attention is fierce, and we need to be ready to rise to that challenge.

4. Do You Have a Friend in High Places?

Every successful L&D initiative has a champion—a high-level advocate who believes in what you’re doing and talks about it at the executive table. Who is advocating for you and your team’s work? If you don’t have that person yet, start building those relationships. Cultivating champions who believe in your mission can be a game-changer for L&D visibility.

5. Accountability and Learning Culture

The idea of tying learning into performance management gives me pause. Compliance-based learning, yes, of course—there’s no question that needs to be tied to accountability measures. But other learning experiences? If we need to force people to engage in training to gain an increase or bonus, it’s worth asking ourselves why. Shouldn’t learning be so valuable, engaging, and impactful that people want to participate? The ultimate goal should be creating a culture where learning is pursued out of genuine interest and drive for growth—not because it’s mandated.

Final Reflections: Bringing L&D to Center Stage

L&D professionals are in a unique position. We’re in the business of developing people, the very thing that determines whether organizations thrive or stagnate. As our roles evolve from support functions to L&D as a strategic function, we have the chance to shape our organizations from the inside out.

But to do this, we need to be bold. We need to get comfortable speaking up, presenting data that tells our story, and advocating for our team’s value. We need to make it clear that L&D is not just a “nice to have” — it’s a critical element of business success. So, is it finally coming to pass? I believe we’re on the cusp, but the push to get there will require every one of us.

From backstage to center stage, let’s make sure our voices are heard. Because, as anyone in L&D will tell you, this work isn’t just about training—it’s about transformation. Thanks for joining me on this journey. I’d love to hear your thoughts: Has your L&D team moved to the center? What steps are you taking to make it happen? Let’s keep the conversation going.