Managers: The Silent Killers of L&D Impact?

You can have the best training programme in the world, but if managers aren’t reinforcing it, you’re wasting your money. 

The Missing Link in Most L&D Strategies
We talk a lot about learning journeys, embedding, and ROI. But the biggest single factor in whether new behaviours stick isn’t the facilitator, the e-learning, or the design. It’s the manager.

Managers are the ones who:

• Decide if people get space to practise new skills.
• Role model (or undermine) new behaviours.
• Run the 1:1s that either reinforce or erase the learning.

The Harsh Reality
Too often, managers aren’t set up for this role. They don’t see embedding as their responsibility, or they lack the skills to coach effectively. The result? Training fades, habits don’t change, and the L&D function takes the blame for “ineffective” programmes.

What High-Impact Organisations Do Differently
The best organisations recognise that managers are multipliers of learning. They:

• Train managers alongside participants, not as an afterthought.
• Provide simple tools and prompts for post-training conversations.
• Hold managers accountable for embedding outcomes, not just team performance.

So, Are Managers the Silent Killers… or the Secret Weapon?
The truth is, managers can either be the silent killers of L&D impact, or the secret weapon that makes learning stick. The difference comes down to how much organisations invest in preparing and equipping them.

If you want your L&D programmes to deliver measurable impact, don’t just train participants. Train their managers to be coaches, role models, and reinforcers of change.

The question isn’t does training work? The question is will your managers make it stick?