Unlocking the Full Potential of L&D: The Trusted Advisor Model

Australia and New Zealand are poised to experience significant demographic changes in their workforce age composition in the coming decades. These transformations will have profound implications for organisations seeking to secure the talent they require.

As the population ages, a smaller pool of young individuals will be available for recruitment, making it increasingly challenging to fill roles, especially those demanding new skills. This situation calls for unprecedented efforts in training and skill development, as traditional tools and approaches may no longer suffice.

The need for Learning and Development (L&D) in this context is more critical than ever and the ability of organisations to address these challenges effectively will determine their relevance in the evolving job market.

While there are L&D professionals in various industries who comprehend and are actively addressing these challenges, the industry as a whole requires a proactive investment in training and development in itself to meet these needs. To truly unlock the value of learning at a strategic level, L&D must move from being reactive order-takers to strategic partners and influential leaders.

The Trusted Advisor model is one way to break this down into skillsets L&D can harness.

The Trusted Advisor Model

This model breaks down the different levels at which L&D professionals operate within an organisation and helps us understand how L&D teams can evolve from seen as subject matter experts to trusted partners that are an active and vital part of an organisation’s strategy.

Adapted from ‘The Trusted Advisor’ by D Maister, C Green, R Gaiford

1. Subject matter or process expert

At this level, L&D professionals are primarily focused on delivering training and development programs as requested by stakeholders.

They respond to specific, often narrowly defined needs, such as creating a customer service training program for 50 employees.

Their role is transactional and tactical.

2. Subject matter expert plus affiliated field

L&D specialists at this level begin to broaden their perspective. They not only address the immediate need but also consider the broader implications.

For example, when asked about a training program, they may inquire about post-training support, coaching, and its impact on the workforce.

Their role becomes more consultative and forward-thinking.

3. Valuable Resource

L&D professionals operating as valuable resources delve deeper into understanding the Organisation’s strategic goals and needs.

They actively contribute to decision-making processes by offering insights and solutions that align with the Organisation’s long-term objectives.

They move from order fulfillment to providing strategic input.

4. Trusted Advisor

At the highest level, L&D specialists act as trusted advisors to senior leaders and business unit managers.

They participate in strategic discussions, helping shape the Organisation’s long-term vision and capabilities.

Their role involves collaborating with top leadership to devise and implement strategies.

Upskilling and Reframing L&D

The key takeaway from the Trusted Advisor Model is that for L&D teams to deliver optimal value, they must strive to operate at the ‘Valuable Resource’ and ‘Trusted Advisor’ levels. Here are some strategies for achieving this transformation:

• By gaining a deep understanding of their Organisation’s overarching business goals and the challenges it faces. This foundational knowledge forms the basis for their contributions. By aligning L&D initiatives with these objectives, they can play a more instrumental role in driving the company’s success.

• In tandem, L&D professionals need to develop strong consultative skills, enabling them to ask pertinent questions and engage in meaningful discussions with stakeholders. This approach empowers them to offer valuable insights and address both immediate and long-term Organisational needs.

• The integration of data and analytics is crucial for L&D teams to make informed decisions. Leveraging data allows them to not only validate the impact of their initiatives but also quantify the value they bring to the Organisation, thereby solidifying their role as indispensable resources.

• Equally important is the aspect of relationship-building. L&D professionals must establish strong connections with key stakeholders, business leaders, and decision-makers. Trust is the bedrock of this advisory role, and it is nurtured through effective communication and collaborative efforts.

• Lastly, L&D professionals should remain proactive in keeping abreast of industry trends and adopting best practices. This ongoing learning process ensures that they stay at the forefront of innovation, thereby ensuring their continued relevance and effectiveness in supporting their Organisations.

To unlock this potential, L&D professionals need to embrace the Trusted Advisor Model and work towards becoming valuable resources and trusted advisors. By understanding business strategy, developing consultative skills, and fostering strong relationships, L&D teams can upskill and reframe their approach, ultimately adding more significant strategic value to their organisations.

This blog is taken from our Consulting Skills Masterclass with Peter Grist, Managing Director of GRIST. You can watch the full webinar here.