A Seat at the Table: Why Timing Matters for Learning and Development

Philip Pinkerman leads enterprise learning, talent, and recruiting strategies for Bristol Farms, Lazy Acres Natural Market, and New Leaf Community Markets, focusing on leadership pipelines, retention, and frontline capability across multi-unit retail and foodservice environments. He brings extensive industry experience. He is committed to building scalable, people-centered development programs that strengthen culture, support operational excellence, and prepare future leaders for growth.

This article is based on an interview conducted by Business Management Review.
It explores his perspectives on leadership development, talent strategy, and building resilient, people-first organizations in today’s evolving service and retail landscape.

Why L&D has the greatest impact when it is involved early

The idea that Learning and Development should have a seat at the table has gained momentum in recent years. I agree with the sentiment, but not for the reason it is often framed. A seat at the table is not about status or visibility. It is about timing. When L&D is brought into the conversation too late, the work becomes reactive. When it is involved early, it becomes strategic. That difference has a direct impact on business outcomes.

In my current role, I have been fortunate that Learning and Development has not been treated as an afterthought. From the beginning, I have had the opportunity to be part of business conversations alongside operational leaders and executives. That access did not happen by accident. It came from building credibility, deep learning of the business, and being willing to ask questions beyond training requests. I have seen firsthand what becomes possible when L&D is invited into the conversation early enough to influence outcomes, rather than simply support decisions that have already been made.

When L&D Enters the Conversation Too Late

In many organizations, L&D enters the picture after decisions have already been made. The strategy is finalized, timelines are set, and leaders are already communicating what is about to happen. At that point, L&D is often asked to train people on a plan it had no role in shaping. The expectation is that training will create alignment, confidence, and consistency across teams under tight deadlines. That reality limits what L&D can realistically influence.

This is where training is often misunderstood. Training is a powerful tool, but it is not a cure-all. Many organizational challenges are not rooted in a lack of knowledge. They stem from unclear expectations, leadership capability gaps, misaligned processes, or inconsistent communication. When those issues exist, adding a training program may create activity without creating progress.

The Value of Saying “This Is Not a Training Problem”

Some of the most impactful moments in my career have come from being willing to say that training is not the answer. That statement is not a refusal to help. It is a commitment to solving the real problem. L&D builds credibility when it focuses on diagnosis before solution. That approach builds trust with business leaders, and trust is what ultimately earns influence.

I have learned that the moments that build the most trust are often those in which L&D pushes back respectfully. When a leader brings a training request, I have found it more valuable to start with the question: “What problem are we actually trying to solve?” Sometimes training is the right solution. Often it is not, and that is where real partnership begins. Those conversations, when handled with the right balance of curiosity and business acumen, shift L&D from a service provider to a true partner.

What Changes When L&D Is Involved Early

Early involvement allows L&D to help shape readiness rather than react to gaps. It creates space to identify the behaviors leaders will need to demonstrate, anticipate where teams may struggle, and design support that reinforces execution over time. These are business questions, not training requests, and they directly affect whether an initiative succeeds or stalls.

Including L&D earlier also helps organizations address the human side of change. Strategies often fail not because they are flawed, but because people are not adequately prepared to carry them out. When L&D is part of early conversations, leaders are better equipped to align expectations and support teams through transition.

What Business and Operations Leaders Can Do Differently

For executives and operations leaders, involving L&D earlier does not mean slowing decision-making or adding complexity. It means reducing risk. Inviting L&D into planning conversations allows leaders to assess readiness alongside budgets and timelines. It also creates an opportunity to ask what capabilities leaders and teams will need in order to deliver on the strategy.

Leadership development is most effective when it is treated as operational infrastructure rather than a standalone program. Measures such as retention, engagement, internal mobility, and leadership bench strength are not soft metrics. They are indicators of how well an organization is being led and how prepared it is for sustained execution.

The Responsibility L&D Must Be Willing to Take On

L&D teams also have a responsibility to earn this partnership. Influence does not come from delivering more programs. It comes from understanding the business, speaking the language of outcomes, and being willing to challenge assumptions. That requires confidence, credibility, and a deep understanding of operational realities.

When L&D shows up as a strategic partner, the conversation shifts. Leaders stop asking what course should be built and start asking what capability needs strengthening. That is where L&D has the greatest impact.

A Shared Responsibility for Better Outcomes

The responsibility for change sits on both sides. Business leaders must invite L&D into conversations earlier, before plans are fully formed. L&D professionals must be prepared to contribute at that level and move beyond a service mindset.

The real advantage is not simply giving L&D a seat at the table. It is recognizing that timing matters. When strategy and capability are built together, organizations are far better positioned to execute, adapt, and sustain results.