If you’re struggling with learner adoption, the real question might be: Is your leadership team really backing the initiative?
Getting this right is critical because managers are the bridge between L&D’s vision and the day-to-day reality of the teams they lead. Without their support, learning often becomes background noise: budgets are wasted, and growth opportunities are missed. But when managers champion development? That’s when skills become sticky. Employees are far more likely to engage when learning is tied directly to their performance, goals, and career growth.
This topic was the focus of our latest L&D Disrupt podcast episode with Kyle Hulbert, HR Business Partner at The TM Group.
Based on our conversation with Kyle, we’ve pulled together five practical tips to secure that all-important buy-in. From co-creating skills frameworks to embedding development into performance reviews, here’s how to build trust and make learning matter where it counts.
One of the most effective moves you can make? Bring managers into the process early. Ask them to reflect on job descriptions, review key responsibilities, and help build out the relevant skills for their teams.
“It’s critical. I think it wouldn’t have had the success that it’s had without manager buy-in.”
“We brought all the managers together... to make sure the skills were fine-tuned to exactly what our people do. If it’s meaningful and relevant, people buy into it.”
When skills feel tailored to the realities of the job, people are far more likely to engage. And managers? They're not just your middle layer… They’re your multiplier.
The biggest blocker you’ll hear (again and again) is “I don’t have time.”
You can’t change their diary, but you can change the narrative. Focus on what’s in it for them, make it clear how learning connects to performance, progression, and outcomes.
“People were screaming for development. This is an opportunity for everyone. It’s simple, accessible, and ties directly to job expectations.”
Once managers see that development solves real problems (not just ticks boxes), they start championing it.
Let’s be real: if development lives outside of day-to-day workflows, it’s going to be forgotten. The fix is to embed it where the action is like in quarterly reviews and 1:1s.
“Managers now ask, ‘What do your skills look like? Are you progressing?’ It’s not just about training; it’s about feedback and reinforcement.”
“Managers love that the platform suggests learning for gaps. It saves them time versus hunting for courses themselves.”
When skills become a shared language in performance conversations, progress becomes measurable. And that’s when learning starts to stick.
Stop pushing out content and hoping it lands. Start enabling managers to pull learning into their team’s rhythm.
“It’s not L&D dictating. It’s bringing managers into the conversation so they see the value for themselves and their teams.”
“Managers are the bridge. They connect learning to business objectives by saying, ‘Here’s why this skill matters for your role.’”
The more ownership you give managers, the more invested they become. And the more aligned learning becomes with business needs.
Sustained engagement isn’t about big campaigns - it’s about small, consistent nudges. That could be a quick note in a 1:1, a shoutout in a team meeting, or a casual skills chat at the metaphorical water-cooler.
“Drip-feeding skills into everyday conversations keeps it top of mind.”
“We haven’t got 100% engagement yet, but by making skills part of reviews, we’ve identified 200+ skill gaps employees committed to addressing.”
Momentum comes from visibility and consistency, not perfection.
Here’s the bottom line (without saying “bottom line”): If you want people to learn, grow, and actually apply skills, you need their managers on side.
So next time you roll out a new initiative, don’t just plan the training. Plan the manager engagement strategy. Because without their buy-in, you’re just shouting into the void.
Want to catch the full conversation?
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