Shared by eTACSEN Managing Director Terence Yeung
I recently heard a story from a participant (Maya) in my class about how she led the way in changing the CEO’s mind that training was only a cost center with little value.
Maya is a Learning and Development (L&D) manager with limited budget and authority. When she came on board, her team was generally seen as administrators of wellness and welfare programs rather than strategic partners. Yet, through five leadership practices, she shifted that perception:
The Five Practices in Action
- Model the Way
Maya did not wait for resources. She started by aligning a shared purpose with her team: “We are strategic partners who enable business performance, not wellness program administrators.” She led by example, rolled up her sleeves and showed the team how.
- Inspire a Shared Vision
Maya painted a picture of a future where L&D is sought after as a value-adding partner: “One day, senior leaders will come to us for advice on people development matters because our expertise is recognised as vital to organizational growth”. This vision gave her team meaning and direction beyond daily tasks.
- Challenge the Process
Maya knew she could not change the whole organisation overnight. So, she targeted one small win: the Sales Department, where the value could be directly visible.
Their needs? Business etiquette, presentation, selling skills, negotiation.
The problem? No budget for external consultants.
The decision? The team built the training materials themselves - tailored to real sales scenarios.What did she prove?
High-impact training does not require a big budget. It requires business insight and the courage to start.
- Enable Others to Act
Maya paired team members with complementary strengths - design, facilitation, stakeholder communication - and upskilled them to own the solution.
- Encourage the Heart
Maya celebrated small wins publicly – like a well-designed slide, a tough client conversation handled well. She made sure every contributor felt seen.
The Outcome
The training was delivered. The feedback was immediate: “I can use this tomorrow.”
But the real shift happened in the boardroom.
Maya walked in not with a proposal, but with evidence:
- Behaviour change
- Skill application in real client meetings
- Early commercial impact
For the first time, a senior leader said: “Perhaps training is not just a cost. Perhaps it is an investment.”
Why This Story Matters
No big budget. No external consultants. No restructuring.
Just a middle manager, her team, and five leadership practices.
Leadership is not a position. It is a decision to act.
If that resonates with you, this story is yours.
