Why this playbook matters
The first conversation with a stakeholder about a training request is critical - it sets the tone for your entire relationship and determines whether you'll be viewed as an order-taker or a strategic partner. Most stakeholders come to L&D with a solution in mind ("we need training"), but our job is to guide them toward identifying the real performance needs and business outcomes they're trying to achieve.
This template provides a structured approach to these crucial conversations, helping you gather the right information while building credibility and trust. It's designed to be flexible - you don't need to follow it exactly, but rather use it as a framework to ensure you're covering all essential aspects of the performance consulting process.
Core meeting objectives
- Transform training requests into performance discussions
- Move beyond the initial "we need training" request
- Guide stakeholders toward identifying root performance issues
- Help reframe the conversation around business outcomes
- Create space for exploring multiple solution options
- Establish clear business context
- Uncover the core business challenges driving the request
- Identify specific performance gaps affecting results
- Link potential solutions to measurable business outcomes
- Understand the urgency and priority of the need
- Define success parameters
- Establish clear, measurable performance outcomes
- Identify key metrics for measuring improvement
- Set realistic expectations about what's possible
- Create alignment on what success looks like
- Build strategic partnership
- Position yourself as a performance consultant
- Demonstrate business acumen and strategic thinking
- Set expectations for a collaborative approach
- Establish trust through thoughtful inquiry
- Create a clear path forward
- Define next steps in the analysis process
- Establish roles and responsibilities
- Set timeline expectations
- Agree on decision-making process
Pre-meeting prep
- Review any existing performance data: Look for trends in metrics like productivity, quality, customer satisfaction, or any other KPIs relevant to the department. This helps you enter the conversation with context and shows you've done your homework.
- Gather any previous training history on the topic: Check if similar training has been delivered before, what the outcomes were, and what feedback was received. This prevents duplicating past efforts and provides insight into what has or hasn't worked.
- Check recent organizational changes that might impact this area: Look for changes in leadership, processes, systems, or structures that could be affecting performance. Often, performance issues emerge during or after significant organizational changes.
- Review department/team KPIs and metrics: Understand how performance is currently measured in this area. This helps you speak the stakeholder's language and tie any solution to meaningful business metrics.
Logistics preparation:
- Prepare your technology. If virtual, test your connection and ensure you have a backup plan
- If in-person, bring a reliable way to take notes
- Have this template ready for reference
- Open any relevant dashboards or data you might need to reference
- Test screen sharing if planning to show any materials
Set the stage (5 mins)
This opening section sets the tone for the entire conversation and transforms what could be a simple "training order" into a strategic performance consultation. Many stakeholders come to L&D expecting to simply request and receive training. Your job in these first crucial minutes is to diplomatically redirect that expectation while establishing yourself as a strategic partner rather than an order taker.
Think of this as your "contracting" moment - where you establish the rules of engagement and set expectations for a collaborative, solution-focused discussion. By clearly articulating the purpose and objectives upfront, you help stakeholders understand that this meeting is about more than just scheduling training - it's about finding the most effective way to improve performance and achieve business results.
Meeting flow:
- Thank the stakeholder for bringing this performance challenge to your attention
- Acknowledge their initial solution idea (training) while gently broadening the scope
- Outline how you'll use the meeting time to understand the full picture
- Set expectations for what will and won't be decided today
- Get agreement on this consultative approach
Example:
- Opening script: "Thank you for taking the time to discuss this performance challenge. Before we dive in, I'd like to outline how we'll use our time today:
- First, we'll clarify the current situation and its business impact
- Then, we'll explore the performance context and contributing factors
- Finally, we'll align on next steps and responsibilities
- Is this agenda aligned with your expectations? Is there anything specific you'd like to add?"
