The 10 laws of great L&D programs

I've been thinking about what separates good L&D programs from great ones.

You know what I mean. Some programs get people excited. They drive real behavior change. They move the business forward.

Others? They're just checkbox exercises that nobody remembers.

So I wrote down 10 laws that every L&D program should follow. These aren't just nice-to-haves. They're make-or-break principles.

Here they are:

1. Diagnose the performance system before prescribing learning
2. Secure executive sponsorship and align to strategy
3. Design for transfer before, during, and after
4. Create emotional connection, not just information transfer
5. Prioritize and iterate continuously
6. Don't chase vanity metrics
7. Build psychological safety and inclusive design
8. Use performance support at the point of need
9. Measure ethically and prove value with data
10. Build credibility through consistency, not perfection

Let's break down each law and why it matters for your L&D success.

Law 1: Diagnose the performance system before prescribing learning

"We need training on this" usually means something else entirely.

Most performance problems aren't training problems. They're system problems.

Before you design a single course, map the whole performance system:

• Expectations: Do people have clear, realistic standards?
• Tools & Resources: Can they do the work with what they have?
• Processes: Are workflows helping or hindering performance?
• Incentives: Are people rewarded for the right behaviors?
• Environment: Does the physical/digital space support good work?
• Skills: Only then, ask if knowledge gaps exist

You're not just a training designer. You're a performance consultant.

Find the real problem first. Then decide if training is the solution.

Most of the time, it's not.

Law 2: Secure executive sponsorship and align with strategy

L&D programs without executive backing are doomed.

You need more than budget approval. You need active championship.

Map every initiative to organizational goals:

• Which business outcome does this drive?
• Who's the executive owner (not just sponsor)?
• How does success get measured and reported?
• What happens if we don't do this?

Create stakeholder maps. Identify change champions. Build governance structures.

If you can't draw a clear line from your program to business strategy, stop. Redesign or kill it.

Law 3: Design for transfer before, during, and after

Transfer doesn't happen by accident. It needs deliberate design across three phases.

Before training:

• Set clear expectations with learners and managers
• Create pre-work that connects to real challenges
• Align on how new skills will be used at work

During training:

• Practice with realistic scenarios and immediate feedback
• Build confidence through progressive skill building
• Connect learning to actual job contexts

After training:

• Schedule manager check-ins on skill application
• Provide job aids and micro-support tools
• Create peer coaching or buddy systems
• Track behavior change, not just satisfaction

The learning happens after the training ends. Design for that.

Law 4: Create emotional connection, not just information transfer