While most talent and L&D teams easily produce dashboards detailing completion rates, satisfaction scores, and training hours, these vanity metrics rarely answer executive leadership's core question: what actually changed in the business?

Demonstrating true organizational value requires moving beyond easy-to-report activity measures to directly connect learning initiatives with changes in employee behavior, decision-making, and performance outcomes. Shifting this narrative demands rigorous alignment between program design and tangible business results.

Facilitated by Lydia O'Malley, this practical workshop guides leaders through pressure-testing their current measurement strategies—equipping participants with defensible metrics and a compelling narrative that earns executive buy-in.

What we heard

Groups looked past completion rates and satisfaction scores to ask what changed because of the training. The most common move: ask the leader who requested it what value means to them.

"…ask the decision makers or your stakeholders that you're supporting… what is value for you?"
Community voice

"We can come up with all these fancy slides all day long, but if it's not in the context and what they care about…"
Community voice