Winning Executive Support: Scaling Leadership Development That Delivers on Strategy

Leadership development programmes can significantly boost productivity and create a competitive edge. However, without strong executive support, even the best-designed initiatives may fall short of achieving business goals. When senior leaders actively support and participate in leadership development, it sets a strong example, reinforces a growth culture, and ensures programmes are aligned with strategic priorities and positioned to drive meaningful change.

So, how do you gain executive support and why is it so crucial to delivering on business strategy? It begins with understanding what matters most to your senior executives and aligning initiatives with their strategic goals to gain ongoing involvement.

Here are our 7 top considerations for building executive support and scaling leadership development that delivers real results:

1. Large vs. small organisations

Gaining executive support can vary depending on the size and structure of your organisation. In larger businesses with dedicated in-house L&D teams, it’s essential to secure access, input, and direction from senior executives early in the planning process. Their involvement ensures that leadership development is strategically aligned and prioritised from the outset. In smaller organisations, senior executives are often the key decision-makers. As a result, they are typically more engaged from the beginning, recognising that leadership development is essential for driving growth and business progress.

Regardless of size, securing senior sponsorship is critical to establishing a sustainable development budget. Without visible and vocal support from leadership, along with two-way communication between programme participants and executives, it becomes difficult to achieve meaningful behavioural change across the organisation.

2. Focus on Return on Expectations, Not just ROI

Gaining executive support starts with understanding what leaders value most and that’s typically a clear business outcome. Senior leaders often seek a measurable return on investment (ROI), expecting a direct link between programme spend and profitability. However, in leadership development, these outcomes can be difficult to quantify in traditional financial terms.

That’s why focusing on Return on Expectations (ROE) can be more impactful. ROE shifts the conversation to the tangible, observable changes in leadership behaviour and organisational performance that result from the programme. When executives can see a cultural shift, improved collaboration, or stronger leadership capability, the value becomes much more apparent, even if it’s not directly tied to a financial metric.

To achieve this, start with the end in mind. Ask executives: What do you expect to see as a result of this programme? What will success look like for you?
By gaining clarity early on, breaking down communication barriers, and staying closely aligned with their goal, you increase the likelihood of meeting expectations and securing lasting support.

3. Company culture makes a difference

An organisation’s culture plays a significant role in how leadership training is perceived and valued by executives. In some companies, where project delivery is a top priority, the value of leadership development becomes more tangible when it’s directly tied to measurable outcomes.

One effective approach is to embed real, business-focused projects into the programme. When leadership development includes deliverables that impact the business, it becomes easier to demonstrate a clear return on investment. For example, new leadership practices may lead to measurable cost savings or performance improvements within a short timeframe.

In a recent first-line manager programme we delivered, participants were able to generate KPI reports that directly linked their learning to operational improvements. As these managers developed critical skills, they positively influenced the manufacturing process, demonstrating clear, data-backed benefits from the training.

4. Leaders as teachers

When programme sponsors have a genuine passion for leadership development, it can bring tremendous value and momentum to a training initiative. Their personal commitment not only reinforces the importance of the programme but also inspires participants to engage more deeply.

For example, when supporting our customer Skyscanner, we worked with executive sponsors who were all strong advocates for leadership growth. By attending face-to-face workshops, they acted almost as co-designers, bringing their experience and suggesting relevant training models that enriched the programme. Their presence also allowed participants to ask questions, hear personal stories, and understand the real-world impact of leadership development, making the experience far more relatable and meaningful – Read the full Skyscanner case study here.

Importantly, sponsor involvement doesn’t have to require a major time commitment. Even brief, consistent interactions such as sharing insights, attending a session, or simply acting as role models can significantly influence engagement and drive the programme’s success.

5. How to identify and engage the right sponsor

You often already know who the most creative, influential, and inspiring leaders are within your organisation, those who could serve as strong advocates to champion a leadership development programme. However, getting them onboard can depend heavily on the size and culture of the organisation.

In smaller companies, top executives are usually involved in the procurement process, making it easier to initiate strategic conversations and highlight how the programme aligns with business goals. Their proximity to day-to-day operations often means they can quickly see the value and impact of leadership training.

In larger organisations, it can be more challenging to access senior leaders directly, especially when Learning & Development is managed through a dedicated department. In these cases, it’s helpful to build credibility with the L&D team by sharing real-world success stories and examples. This can help them identify and approach senior leaders within their own organisation who are passionate about development and would be willing to sponsor or support the programme.

6. Remember, sponsors are learning too

Actively engaging sponsors and tapping into their expertise is crucial for the success of any leadership development programme. Bringing sponsors together at the start allows them to share how they lead effectively, adapt to different leadership styles, and navigate challenges, providing real, relatable insights for participants.

This kind of involvement turns sponsors into role models, but it’s also a development opportunity for them. Participating in the programme gives them time to reflect on their own leadership and invest in their personal growth.

Direct sponsor involvement also helps ensure a consistent message is reinforced throughout the training. When sponsors are engaged and enthusiastic, they’re more likely to share their experience with peers and other leaders, amplifying the programme’s impact across the organisation.

7. A programme at the end of the programme

Evaluation is a crucial part of any leadership development initiative. That’s why creating a dedicated session or event at the end of the programme should be a top priority. It offers a valuable opportunity for senior sponsors to hear first-hand how participants are applying what they’ve learned, how their leadership skills have evolved, and what additional support they need to sustain their development.

These end-of-programme touchpoints are vital for maintaining momentum and reinforcing executive commitment. They allow for meaningful dialogue between participants and leaders, strengthening the connection between learning and business outcomes.

The shift to virtual platforms has made it significantly easier to keep communication flowing throughout the programme and beyond. Regular online updates, feedback sessions, and check-ins with sponsors help ensure the training stays aligned with organisational needs and continues to drive progress. This continuous engagement not only boosts the programme’s effectiveness but also helps maintain energy and focus from start to finish.

How a L&D consultant can help

A consultant-led approach to leadership development can be instrumental in securing strong sponsorship, aligning programmes with strategic goals, and ensuring a clear return on expectations. It helps uncover what success looks like from the outset, ensures alignment across stakeholders, and builds credibility throughout the process.

Inclusive leadership development by reaching leaders at all levels, not just the top is essential for sustainable impact. By creating space for two-way communication, sharing success stories, and documenting outcomes, you not only demonstrate value but also build momentum for future growth. When everyone is engaged and aligned, leadership training becomes a powerful driver of business transformation.