It was never about the training...

At some point in every Talent leader’s career, someone says those three little words in a meeting:

“We need training.”

Sometimes it’s more specific:

“We need a communication workshop.”

“Our managers need leadership training.”

“Can you build something for this?”

And if we’re not careful - or perhaps we haven't been down this road before, we may be inclined to nod, accept the request at face value, and start designing. Because we’re helpful. Because we want to move fast. Because we feel obligated. Because there's a precedent of this happening. Because…well, that’s what they asked for. But there’s the shift that separates order takers from strategic leaders:

It's not about the training. It's about the problem.

This Shift Has Been Coming for a While

Back in 2014, ASTD - the American Society for Training and Development - became ATD - the Association for Talent Development. That wasn’t by accident or cosmetic (but let's face it, it DID clean up an unfortunate acronym!). It was directional. It was a signal that pivoted our profession from “training” as an isolated activity or the sole solution, and toward a broader, more strategic vision:

Creating a world that works better.

Not, "Creating training that works better."

Not, "Being the business's little helpers."

Let's be clear, training didn’t disappear - it's still a core function in our profession. It just isn't the default setting...it never really was. And yet, many organizations and some of our own colleagues still haven't gotten the memo.

Why “We Need Training” Is Usually the Wrong Starting Point

When a leader says they need training, they’re usually describing symptoms, not causes. Things like:

• inconsistent performance
• missed expectations
• stalled teams
• unclear accountability

But so often, the real issue is:

• unclear expectations
• misaligned incentives
• lack of feedback
• broken processes
• leadership avoidance

Designing training without diagnosing the problem is like prescribing medication after hearing one symptom. It doesn’t make you efficient. It makes you busy.

When you develop and deliver training (even a spectacular product), and it doesn't solve the problem...the fingers are pointing back at you, with claims that the training didn't "work." Maybe you've been there? It's not fun, and it can become an exhausting cycle.

The Career Shift: From Builder to Advisor

If you’re an aspiring Talent executive, this is one of the most important transitions you’ll make today, even before you're in a senior leadership role.

Stop responding to requests and start reframing them.

My friend, Jess Almlie, describes it well in her book L&D Order Taker No More: the work is shifting from taking orders to consulting on performance and capability gaps. That requires a different posture...

More curiosity, more confidence, and a willingness to slow the conversation down. Not to resist. But to understand. Here's how to do that in your role right now:

Three Ways to Lead the Conversation (Not Just Fulfill the Request)

1) Start With the Outcome, Not the Solution

When someone says, “We need training,” try asking:

“Tell me what’s happening today that’s not working, and what success would look like.”

This does two things:

• It shifts the conversation to business impact, and
• Positions you as someone solving for results, not delivering content

One of these days, I'll share a story on how I handled a conversation like that. In my 25+ year career, this stands out as one of my biggest a-ha moments.

2) Diagnose Before You Design

A modern needs assessment doesn’t require a 40‑page report. It requires clarity on:

• What behavior needs to change?
• Who specifically needs to change it?
• What’s getting in the way right now?
• What happens if we do nothing?

Sometimes the answer is training. And I can assure you that we are the first to acknowledge when it is! Often, it’s something else entirely.

3) Offer Options, Not Just Programs

Instead of coming back with one solution, come back with a portfolio of recommendations when you can. This can include a blend of:

• targeted coaching
• communication strategies
• on-the-job experiences
• workflow changes
• manager reinforcement
• clear expectations + feedback loops

And yes...your recommendation may include structured learning!

The solutions you recommend should actually lead to the outcomes identified in your needs assessment. Speak the same language as your fellow leaders - this is where your expertise shows up.

Through My Own Lens

When I look back on my own career, I was never consumed by the training itself. I was more curious about what wasn’t working, what needed to change, and how to help people get there.

Sometimes that included training. Sometimes it didn't.

Here's the thing:

If you want to establish and maintain your seat at the leadership table, you can’t just be the person who builds what’s asked for. You must be the person who leans into the challenges, asks the hard questions, and helps the organization understand what it actually needs.

Because in the end...they're not really asking for training.

They're asking for results.