What a Learning Strategist Does Before Building Training with Allyson Roote of The Bonadio Group
As learning and development continues to evolve under the influence of AI, changing workforce expectations, and increasing business complexity, learning leaders are being challenged to rethink how they create value. In this episode of Learning Leader Spotlight, Allyson Roote, Vice President of Learning and Organizational Development at the Bonadio Group, shares her perspective on the future of L&D and the capabilities organizations will need to thrive.
Drawing on more than two decades of experience, Allyson reflects on building an L&D function from the ground up, developing business-aligned learning strategies, and helping organizations move beyond training delivery toward true capability building. Her insights offer valuable guidance for learning professionals, business leaders, and anyone interested in the future of workplace learning.
Allyson joined Bonadio Group more than a decade ago as its first dedicated learning and development professional and has led the expansion of the function from a team of one to a team of nine.
During her tenure, Allyson has helped transform learning from a primarily compliance and technical training function into a broader ecosystem that supports leadership development, organizational capability, and business growth. Her background includes formal education in psychology and human resource development, along with professional coaching credentials earned through the International Coaching Federation.
From Training Delivery to Capability Building
One of the strongest themes throughout the conversation is the shift from focusing on training events to developing organizational capability. Allyson emphasizes that learning professionals should resist the temptation to treat every business problem as a learning problem. Instead, they should take a consultative approach that seeks to uncover root causes before recommending solutions.
While knowledge and skill gaps certainly exist, many organizational challenges stem from broader factors that training alone cannot address. In Allyson’s view, the future of L&D lies in helping organizations identify the capabilities they need to succeed and then determining the most effective ways to develop them. This perspective positions learning leaders as strategic business partners rather than training providers.
The distinction is significant. Capability building focuses on sustained performance and business outcomes, while traditional training approaches can sometimes focus too narrowly on content delivery. Allyson argues that the greatest value comes from helping organizations build readiness for future challenges before they become urgent needs.
AI Increases the Importance of Human Skills
Like many learning leaders today, Allyson sees artificial intelligence as a transformative force that will continue to reshape how learning is designed, personalized, and delivered. However, her perspective extends beyond the technology itself. Rather than replacing the human elements of learning and leadership, she believes AI makes them even more important.
She highlights critical thinking, judgment, communication, coaching, curiosity, and the ability to navigate ambiguity as increasingly valuable skills in an AI-enabled workplace. As technology becomes more capable of generating content and automating routine tasks, employees and leaders will need stronger human-centered capabilities to interpret information, make sound decisions, and lead effectively.
This viewpoint reflects a growing trend within L&D: technology can accelerate learning processes, but organizational success still depends heavily on the uniquely human abilities that drive collaboration, innovation, and leadership.
L&D Must Become More Proactive
Another notable theme is the need for learning functions to move from reactive support to proactive business partnership. Historically, many organizations viewed learning teams as groups that responded to requests and delivered training when problems emerged. Allyson believes that model is becoming increasingly insufficient.
Instead, learning leaders should work closely with business stakeholders to understand organizational direction, anticipate future skill gaps, and begin developing critical capabilities before they become shortages. This requires deeper business knowledge, stronger stakeholder relationships, and a willingness to engage in strategic conversations about workforce readiness.
The result is a learning function that is aligned with business strategy rather than operating separately from it. By anticipating future needs, L&D can become a driver of organizational growth rather than simply a responder to requests.
Adaptability as a Core Workplace Competency
When discussing the most important workplace skill today, Allyson identifies adaptability as a defining capability for leaders and employees alike. She notes that the pace of change is accelerating and that organizations must learn to operate effectively amid ongoing uncertainty.
Adaptability, in her view, includes openness to change, continuous learning, questioning assumptions, and adjusting thinking as circumstances evolve. It also requires the willingness to unlearn outdated approaches and embrace new ways of working.
Allyson’s reflections are particularly compelling because they are rooted in her own leadership journey. She openly acknowledges that adaptability was not always a natural strength and describes how her perspective evolved over time. This personal insight reinforces the idea that adaptability is not a fixed trait but a skill that leaders can intentionally develop.
Curiosity, Authenticity, and Vulnerability in Leadership
Beyond adaptability, Allyson highlights curiosity as an essential leadership capability. She encourages leaders to approach situations with a desire to understand rather than judge. Curiosity enables better questions, stronger relationships, and more thoughtful decision-making.
Rather than making assumptions about situations or people, leaders can use curiosity to gather information, seek feedback, and remain open to new perspectives. This mindset supports growth, innovation, and continuous improvement.
She also underscores the importance of authenticity and vulnerability, particularly in an environment where social media often encourages highly polished and curated professional identities. Leaders who demonstrate authenticity create trust and model realistic standards for their teams. By showing vulnerability appropriately, they make space for learning, growth, and genuine connection within organizations.
The Lasting Value of Mentorship
Mentorship emerges as another important theme during the discussion. Allyson credits several influential individuals with shaping her career, including an executive coach who initially inspired her interest in coaching and a professional mentor who supported her development over time.
What stands out in her description of effective mentorship is the belief that great mentors do more than provide advice. They help people recognize strengths and possibilities that they may not yet see in themselves. This form of development can unlock confidence, leadership potential, and career growth.
Her comments also highlight the responsibility experienced professionals have to pay that support forward by mentoring others and creating meaningful development opportunities for emerging talent.
Practical Takeaways for L&D and Business Leaders
Lead Business Conversations Before Discussing Learning Solutions
Organizations can benefit when learning professionals begin engagements by exploring business objectives, performance barriers, and root causes. Training should be viewed as one possible solution among many rather than the default response.
Build Future Capabilities Before They Become Critical
Learning functions can create greater business value by identifying emerging capability requirements and developing them proactively. This forward-looking approach strengthens workforce readiness and reduces the impact of future skill shortages.
Invest Equally in Human and Technical Skills
As AI technologies expand, organizations should continue investing in capabilities such as critical thinking, coaching, communication, judgment, and curiosity. These are increasingly important complements to technological advancement.
Strengthen Business Acumen Across Learning Teams
Allyson emphasizes the importance of understanding the industries, customers, and business realities that stakeholders face. Learning leaders who speak the language of the business build stronger credibility and become more effective strategic partners.
Model Adaptability and Curiosity Through Leadership Behavior
Leaders shape organizational culture not only through what they teach, but also through what they model. By staying open to new ideas, asking thoughtful questions, and responding with curiosity, they reinforce adaptability as a shared workplace practice.
Resources and Tools Mentioned
The following resources were specifically highlighted during the conversation:
- The Trusted Learning Advisor by Dr. Keith Keating
- Hidden Value by Dr. Keith Keating
- Association for Talent Development (ATD) resources
- Training Industry resources
- McKinsey research and insights
- AICPA industry resources
- Accounting Today
- Journal of Accountancy
Closing Reflection
The conversation with Allyson Roote offers a compelling vision for the future of learning and development. Rather than focusing narrowly on training delivery, she advocates for a more strategic, consultative, and business-aligned approach centered on capability building, adaptability, and organizational impact.
As AI accelerates change across industries, Allyson’s message is clear: the organizations that succeed will be those that strengthen both technological capability and human capability. Learning leaders who embrace curiosity, build credibility, anticipate future needs, and foster adaptability will be well positioned to help their organizations navigate what comes next.
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