Speaking Up: How L&D Leaders Can Earn a Seat at the Executive Table

At the 2024 Summer CHART conference, a panel of seasoned learning and development leaders shared their insights on how to gain executive buy-in and support for training initiatives. The discussion revealed several key strategies for aligning training efforts with business objectives and effectively communicating value to the C-suite.

About the Speakers (pictured above, left-to-right)

• Rachael Nemeth, Co-founder & CEO, Opus Training
• Michael Nalley, Sr. Director Operations Training, Choctaw Casinos & Resorts
• Matt Kubarek, Director of Training & Development, InTown Suites
• Angela Gintz, Director of Talent Development, Salt & Straw
• Kelly Saunders, VP of Learning & Culture, Smashburger

View the Hospitality Training 360 Report 2024 by CHART + Opus.

1.   Align initiatives to company KPIs

Data-driven decision-making is crucial for gaining executive support. By tying training initiatives to key performance indicators (KPIs) and business objectives, leaders can make a compelling case for their proposals.

Kelly Saunders of Smashburger emphasized this approach: "At Smashburger, we have five overarching business objectives as an organization. Those objectives then drill down into a list of KPIs that help support those objectives. ... We tie it back to the KPI and say we will reduce turnover by X amount by a certain period of time using SMART criterion."

2.   Garner Field Leadership Support Alongside Executive Buy-in

Securing support from both executive leadership and field management is crucial for the operational success of training initiatives.

Matt Kubarek from InTown Suites shared a compelling example that addressed both field and executive concerns simultaneously. The problem stemmed from understocked housekeeping carts, which overwhelmed field teams and led to inefficiencies. From an executive perspective, labor costs were a significant expense for the company. To address this, Kubarek implemented a pilot program in five locations to restock carts and measure the impact on labor efficiency.

The results were striking: a 13% reduction in labor costs across the pilot locations, with potential company-wide savings estimated at $2 million. This solution benefited field teams by improving working conditions and job satisfaction, while also appealing to corporate executives with significant cost savings and improved operational efficiency. By aligning a field-level operational improvement with corporate financial goals, Kubarek created a win-win situation that garnered support from both field leadership and executives.

To gather field-level insights, Kubarek implemented quarterly employee surveys with four key questions about job satisfaction, leadership, career development, and training effectiveness. This frequent feedback mechanism allowed him to quickly identify issues, track the impact of changes, and present executives with up-to-date, data-driven insights. This approach kept field concerns at the forefront while providing a solid foundation for proposing new initiatives to executive leadership.

3.   Pilot To Create The Data and Buy-in Along The Way

Starting small with pilot programs can be an effective way to demonstrate value and build support for larger initiatives. This approach allows learning leaders to show tangible results and adjust their strategies based on feedback.

Saunders shared her perspective on the power of pilots: "I've had great success with pilots, period. Pilots have always been the path forward to getting there. And also, pilots help you gain a perspective of what the stakeholders really expect."

Saunders emphasized the importance of identifying a key executive stakeholder with the most to gain from the pilot's success. By securing buy-in from one champion first, L&D leaders can more easily gain support for their initiatives and pave the way for broader acceptance among the executive team.

This targeted approach can help learning leaders gain the initial support needed to launch a pilot, which can then be used to demonstrate value to the broader executive team.

4.   Tailor "Data" To Your Audience

Effective executive buy-in requires adapting communication styles to individual preferences. While some executives prefer data-driven presentations, others respond better to storytelling and human impact examples.

Angela Gintz of Salt & Straw emphasized the importance of storytelling for creative executives: "What I've learned over time is that it's very much about the story. The executive team is very moved by the story of this either solved the pain point, or it elevated something that was already good."

Michael Nalley of Choctaw Casinos & Resorts stressed understanding individual visual or data preferences, while Kubarek highlighted translating data into business impact. Saunders suggested using cross-functional teams to gather and present data effectively.

By tailoring your approach to each executive's preferences, you can more effectively communicate the value of your training initiatives and gain necessary support.

5.   Build Cross-Functional Relationships

Creating strong relationships across departments can provide valuable support and access to information. Establishing regular cross-functional meetings can facilitate better communication and collaboration.

Saunders described Smashburger's approach: "We put in place a cross-functional team.. and this team really has helped us leverage that need, which is a representative from finance, somebody from supply chain, somebody from training and operations, and I could go on. ... We meet weekly, and we talk about initiatives that we're working on."

6.   Set Realistic Expectations And Outcomes

A crucial aspect of gaining executive support is setting realistic expectations about the time, resources, and potential outcomes of training initiatives. This involves clearly communicating the workload and timelines associated with development, as well as framing the expected results in terms of business impact.

Kubarek emphasized the importance of helping executives understand the development process and resources required and the tradeoffs that can be made. "Creatively figure out a way to get them to understand that this doesn't just happen. And if they want this stuff done faster, then that's headcount."

At the same time, it's crucial to articulate how training initiatives will address specific business problems or contribute to strategic goals. This helps executives see the direct value of learning and development to the organization's bottom line.

Nalley stressed this point: "I think it's our responsibility to be able to frame it for the executives so they understand what training can actually accomplish. Training is not always the right answer, but when it is the right answer, what can it actually do realistically for the organization?"

By balancing transparent communication about the development process with clear expectations of business outcomes, learning leaders can build trust and credibility with executives. This approach helps manage expectations while demonstrating the strategic value of training initiatives, ultimately leading to stronger executive support and more effective program implementation.

Conclusion: Elevating L&D's Strategic Role

The insights shared by these L&D leaders emphasize the importance of strategic alignment, data-driven decision-making, and effective communication in gaining executive support. By aligning initiatives with company KPIs, garnering support from all levels, utilizing pilots, tailoring data presentation, and setting realistic expectations, L&D leaders can demonstrate their value. These strategies not only secure resources but also elevate L&D's role within the organization. As businesses recognize the critical role of effective training, L&D leaders who articulate their value will increasingly participate in high-level strategic discussions, leading to greater organizational impact.