I Slipped and Fell Into L&D: Now What?

It started with a simple request: “Hey, you explain things really well. Will you help train the new hires?”

You said “yes,” thinking it was a one-time thing. A few months later, learning and development (L&D) appears in your title without you ever applying for it.

You didn’t choose L&D, but somehow, L&D chose you. Now what?

Here are some practical strategies to help you build your network with intention, establish credibility, and commit to continuous growth to help you thrive in your unexpected but rewarding career path.

Expand Your Network

L&D is typically a shared services function with responsibilities spanning across various teams and sometimes the entire organization. Because you touch multiple teams, your success depends on who you know as much as what you know. Approach the expansion of your network in the same way that a spider approaches building its web—strategic, intentional, and designed for connection. Instead of casting a random net, think about where you need strong anchors. Ask yourself:

• Who are the leaders who influence business decisions and can champion learning initiatives?

• Who are the subject matter experts (SMEs) that can help me create meaningful, practical learning solutions?

• Who are my L&D peers who can share insights, best practices, and lessons learned?

Once you identify these key connections, start building relationships with intention. Here’s how:

1. Join cross-functional meetings even if they’re not directly related to L&D. Joining these meetings will give you insight into organizational challenges and allow you to position learning as a solution.

2. Schedule casual coffee chats both in person and virtual when possible to learn about business goals, challenges, and how learning can play a role.

3. Engage in L&D communities internally and externally, through professional associations, LinkedIn groups, and conferences to expand your network beyond your company.

A well-built network will help you do your job better and allow others to see you as a trusted advisor. The stronger and more intentional your web, the more impact you will have.

Build Your Credibility

In L&D, the strongest way to build credibility is by developing relevant, effective learning programs. Credibility isn’t built by creating more training—it’s built by creating the right training. This is where human-centered design comes in. Identify optimal metrics and goals from business leadership, and instead of assuming what employees need, talk to them. Conduct empathy interviews, shadow their work, and gather feedback before building a single slide.

Once you have real insights, design practical, engaging solutions that solve actual problems.Not every problem requires a two-hour in-person or e-learning module. Consider:

• Bite-sized microlearning for quick knowledge boosts

• Hands-on workshops for skill-based development

• On-the-job coaching guides for managers

• Toolkits and templates to reinforce learning beyond the classroom

And be sure to share your wins! Track metrics, collect success stories, and showcase how your programs made a difference. When people see the impact, they’ll see you as a strategic partner and not just the “person who delivers training.”

Identify Ongoing Growth Opportunities

Equally critical to developing learning experiences is developing yourself as a professional in your craft. Don’t tell yourself you “can’t (insert skill here)...”—instead, add the word “yet” to the end of that phrase and see how your mind shifts to think about growth instead of limitations. To develop others, you need to adopt a continuous learning mindset and never stop growing; embrace the power of “yet.”

If you’re new to leading a learning function, books like Michael Watkins’ The First 90 Days and Telling Ain’t Training by Erica Keeps and Harold Stolovitch can help you adapt quickly, secure early wins, and build credibility with stakeholders. If you’re more seasoned, Korn Ferry’s Six Point Methodology to Increase Leadership Effectiveness can guide you in strengthening six key leadership areas identified by top-performing executives.

But growth isn’t just about books. It’s also about learning in action.

• Attend industry conferences like ATD or DevLearn to stay updated on trends.

• Seek mentorship from experienced L&D leaders, whether inside or outside your company.

• Experiment with emerging learning technologies like AI-powered learning, virtual reality (VR) simulations, and adaptive learning platforms to expand your skillset.

• Have a favorite L&D author? Find and follow them on social media. Pay attention to the comments on their posts to find even more potential connections. You’ll be surprised how often you can get ideas directly from those you admire.

The more you invest in your own development, the greater impact you can have on those you serve. Whether it’s leading a new initiative, experimenting with emerging learning technologies, or contributing to an external learning community, your development fuels your growth.

Final Thoughts

You may not have planned for a career in learning and development, but here you are. Whether you slipped, fell, or were gently voluntold into this role, you have the chance to make a real impact. Start by building your network with intention, establishing credibility through thoughtful learning programs, and committing to continuous growth for yourself and for those you serve. The beauty of L&D is that you don’t have to know everything to be effective. Simply stay curious, be open to learning, and focus on creating real value for people.

So, now that you’re here, the real question is: What will you do with this opportunity?

For a deeper dive, join us for the session, I Slipped and Fell Into L&D—Now What?, at the ATD25 International Conference & EXPO.