Podcast Summary: From Facilitation to Business Strategy: The Evolution of a Learning Leader with Ian Stevens of Publicis Sapient
Meet Ian Stevens
When learning leaders talk about the future of L&D, the conversation often turns to tools, platforms, or delivery models. In this episode of Learning Leaders Spotlight, the focus is something deeper and more enduring: how learning and development must evolve to become a true business driver.
Ian Stevens, Director of Learning and Talent Development at Publicis Sapient, joins TrainingPros President Leigh Anne Lankford for a thoughtful and candid discussion on what it really means to lead learning in a time of constant disruption. With nearly 15 years at Publicis Sapient and a background that began in K–12 education, Ian brings a rare combination of teaching instincts, business fluency, and strategic perspective.
What emerges is a grounded view of L&D not as a support function, but as a capability that must sit closer to the heart of the business.
A Career Path Rooted in Teaching and Coaching
Ian’s journey into learning and development did not begin in a corporate setting. It began in the classroom.
As a former schoolteacher and college athlete with a passion for coaching, Ian was drawn to work that involved people, movement, and interaction. Teaching offered that initially, but it was learning and development that ultimately provided the variety, energy, and growth he was looking for.
That transition, however, required unlearning some deeply ingrained habits.
In corporate learning, Ian explains, facilitators are rarely the subject-matter experts in the room. The role shifts from delivering content to guiding conversations, drawing out collective expertise, and helping learners focus on the few insights that truly matter. Success is not measured by how much content is covered, but by whether people walk away with the right one or two takeaways.
For professionals considering a move from education into L&D, Ian’s message is reassuring but honest. The transition is possible, but it requires curiosity, humility, and a willingness to let go of the idea that the facilitator must always have the answers.
What Skills Do Learning Leaders Value Most
COVID as a Catalyst, Not Just a Disruption
Like many learning leaders, Ian saw his world change almost overnight during the pandemic. Programs that once relied on physical space, movement, and in-room energy were suddenly forced into virtual environments.
The shift was not seamless. Early attempts to replicate in-person learning through virtual tools often fell short, and the learning curve was steep for facilitators and designers alike. Yet Ian is quick to point out that this disruption also accelerated innovation.
Virtual platforms made connection possible during a time of isolation. They expanded access. They pushed learning teams to rethink design, delivery, and engagement in new ways.
Over time, however, fatigue set in. Endless video calls and self-paced modules revealed their limits. What Ian sees now is a more thoughtful balance emerging, one that blends digital efficiency with intentional human connection.
Why In-Person Learning Still Matters
Despite the flexibility of remote work, Ian observes a growing realization across organizations: people miss being together more than they expected.
At Publicis Sapient, this insight has reshaped flagship learning programs. Cohort-based experiences now begin with in-person intensives that are non-negotiable. The goal is not just content delivery, but relationship-building, psychological safety, and shared context.
That foundation, Ian explains, is what allows learning to continue effectively in hybrid or virtual formats later. Without it, programs struggle to achieve depth or sustained impact.
The Next Evolution of Learning and Development
Looking ahead, Ian predicts a significant shift in where and how learning teams operate.
Rather than remaining primarily within HR, learning and development is moving closer to the business. Embedded learning teams aligned to business units are better positioned to understand real challenges, anticipate change, and design solutions that matter.
This shift also raises the bar for learning professionals.
To remain relevant and influential, Ian believes L&D leaders must understand their business inside and out. That includes how the organization makes money, how it serves clients, and how learning decisions affect outcomes several steps downstream.
It is no longer enough to deliver well-designed programs. Learning leaders must frame problems clearly, articulate benefit hypotheses, and partner with stakeholders to solve meaningful business challenges.
Mentorship That Changed the Way He Works
One of the most impactful moments in the conversation comes when Ian reflects on mentorship.
A senior business leader challenged him to slow down, resist jumping to solutions, and spend more time truly understanding the problem. That shift in mindset reshaped how Ian approaches learning strategy today.
Rather than leading with answers, he begins with problem statements and benefit hypotheses, testing them collaboratively with stakeholders. The result is greater credibility, shared ownership, and more durable outcomes.
It is a reminder that some of the most powerful learning happens not in programs, but in how leaders are coached to think.
The Most Important Capability for Today’s Workforce
When asked about the most critical skill in today’s workforce, Ian does not point to a technical capability. He points to resilience.
Rapid change, generative AI, economic uncertainty, and constant information overload have created real anxiety for many professionals. Ian encourages a reframing. Change is not an existential threat, but a constant.
The ability to adapt, learn, and remain grounded amid uncertainty is what will sustain careers over time. Technical skills can be learned quickly. Mindsets take longer to build but last far longer.
Learning Trends Shaping the Future
Staying Informed Without Getting Overwhelmed
Ian’s approach to staying current reflects balance. He turns to formal sources like Harvard Business Review and ATD for research and frameworks, while also leveraging LinkedIn as a real-time pulse on emerging ideas.
Rather than relying on a single voice, he values exposure to competing perspectives and encourages learning professionals to curate what works for them.
Books That Shape Better Learning Leaders
For learning leaders looking to strengthen both their strategic clarity and their future readiness, Ian points to two books that have shaped his own thinking.
He recommends Start With Why by Simon Sinek as a foundational read for leaders in learning and development. The book reinforces the importance of being able to clearly articulate why learning initiatives exist, especially when working in people-centered roles that must align closely with business priorities.
Ian also highlights Leaders Make the Future by Bob Johansen, Jeremy Kirshbaum, and Gabe Cervantes, noting its focus on humanizing leadership in the age of generative AI. The book reflects many of the themes discussed in the episode, including adaptability, learning agility, and leading through ongoing uncertainty.
Together, these recommendations underscore a consistent message from the conversation: effective learning leadership requires clarity of purpose, a human-centered mindset, and the ability to navigate complexity with intention.
A Learning Leader Grounded in Curiosity and Business Impact
This episode offers more than a career story. It provides a clear picture of where learning and development is headed and what it will demand of those who lead it.
Ian Stevens’ perspective is calm, practical, and deeply human. It reinforces a message many learning leaders are beginning to embrace: the future of L&D is not about doing more, but about doing what matters most, in closer partnership with the business.
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