5 September 2025
Ready to build a team of champions who will drive growth and development in your firm?
It’s time to get strategic about Step Two of our six-step Learning and Development (L&D) plan – identifying the line managers who will bring your learning vision to life.
As experts in building successful L&D strategies, we know that creating a learning culture requires more than just resources or policies, you need the right people.
What do we mean by “the right people”?
We mean the people who are going to lead and inspire their teams to embrace L&D. The people who are ready to lead by example.
And who better to do this than your line managers?
If you haven’t already, we recommend checking out our previous blog, which dives into the first step of building a culture of continuous personal development.
Why line managers?
Line managers are your first point of contact with team members on a daily basis.
They know their teams inside and out – their strengths, weaknesses, aspirations, and the challenges that make them tick.
This unique understanding makes line managers the perfect people to champion L&D, tailor it to each team member’s needs, and integrate it into daily practice.
Identifying your L&D champions
To find your L&D champions, look for line managers who genuinely care about developing others.
These are the individuals who:
These are just a few qualities to watch for when identifying the managers who will be your advocates.
Bringing line managers on board
Now that you’ve identified the right line managers, how do you get them fully on board with your L&D strategy?
It’s about showing them how it benefits both their leadership growth and the firm’s success.
Start by making it personal. Help them see that championing learning not only supports their team’s development but also sharpens their own leadership skills.
You’ll also want to highlight the impact of L&D on team performance.
Show how it drives productivity, boosts quality, and enhances client outcomes – results that every manager cares about, even if they don’t always say it.
You should position L&D as a solution to team challenges, such as skill gaps or low morale. When they see it as the key to solving these issues, they’ll be more likely to get fully behind the strategy.
What’s next?
Once you’ve convinced your line managers to embrace the L&D mission, the next step is mentoring them.
In our next blog, we’ll cover how to support and guide your line managers through ongoing development to equip them with the skills they need to lead their teams effectively through the implementation of the strategy.
Need help finding the right line managers in your firm? The Professional Alternative team is here to support you every step of the way.
For more information on our six-step plan to implement a successful L&D strategy, click here.