It’s widely acknowledged that organizations that promote ongoing education for their staff tend to enjoy greater stability. Whether through workshops or conferences, opportunities for skill enhancement allow employees to advance in their careers, fostering a culture of growth linked to improved retention rates.
While most acknowledge the shared advantages of professional development, requesting your employer to fund your continuing education can pose challenges.
How to request funding for continuing education from your boss
Shannon Gill Dayhoff, an executive coach and the founder of GVG, a leadership consulting firm, suggests commencing with thorough research. Understand what your organization provides and the associated terms. Questions like “How do you intend to utilize the support?” are essential to address.
Gain a comprehensive understanding of your company’s policies and requirements, and seek insights from colleagues who have previously utilized company resources for educational purposes, she advises. This prior knowledge will equip you to handle any inquiries that arise during discussions.
Having spent over two decades leading successful teams in startups and Fortune 500 firms before establishing GVG, Dayhoff emphasizes the significance of timing. Ensure you have been in your position long enough to demonstrate your contributions—typically, a period of six to nine months is recommended.
It’s sensible to introduce the subject of ongoing education during development discussions, whether during performance reviews or scheduled meetings regarding your career trajectory. Dayhoff notes that discussions can also occur during budget discussions when funds may be allocated. However, view this as a starting point for continuous dialogue rather than a one-time conversation.
Be aware of your boss’s workload
Be observant and assess the situation. Utilize your emotional intelligence to empathize with your supervisor’s perspective, suggests Dayhoff. Consider, “Are they overwhelmed with urgent projects or challenges?” If they appear preoccupied or under pressure, she recommends postponing the topic for a later discussion.
“The goal is to ensure it’s as straightforward as possible for your manager to agree,” she states. One effective method to create that “easy opportunity” for them is by acknowledging potential objections they might have and proactively addressing them, showing that you’re considering their viewpoint. For instance, reassure them that the program’s flexibility will not interfere with your job responsibilities.
Be wise and steer clear of any semblance of entitlement; otherwise, it may put your boss on the defensive, Dayhoff cautions. Instead, approach the conversation with honesty, transparency, and humility, keeping in mind that this is primarily an influential discussion.
“Consider the WIIFM (what’s in it for me) from the leader’s perspective,” she advises. Help them see the link between your professional development and its positive implications for the organization.
In the end, remain optimistic. “Leaders appreciate team members who take initiative and ownership of their career paths,” Dayhoff asserts.
