How to Advocate for Professional Development Opportunities at Work

Years ago, when I was working as an Executive Assistant, I found a conference designed specifically for administrative professionals and, being a lifelong learner, I was eager to go. Excited, I brought the idea to my Operations Manager, hoping she’d support me in attending. Her response was surprising and deflating.

She simply said, “You don’t need that.”

It stopped me cold. I didn’t push back. I just nodded and went back to my desk. I gave up, before I even really tried.

I didn’t want to go to the conference because I was struggling or falling short. I was enthusiastic about my career and wanted to learn. At the time, I didn’t know how to articulate that. If I could go back, I would absolutely handle it differently.

If you’re seeking professional development opportunities, whether it’s a course, a certification, or a conference, and you anticipate resistance, you’re not alone. Many professionals hear that same demoralizing line: “You don’t need that.” But what they’re really saying is: “I don’t see the value in that.”

And that’s a challenge you can work with.

Start by reframing the conversation. Instead of leading with what you want, start with what your manager values. What are their goals? What are the current pain points for the team? Frame your learning request in terms of how it will help solve a problem, increase efficiency, improve collaboration, or contribute to the overall goals of the larger group.

Be specific. For example, you might say something like this: “I want to attend this workshop on stakeholder communication because I often manage updates to cross-functional teams, and this will help me improve clarity and buy-in, which you mentioned is a current challenge.” That level of alignment shows forethought and strategy and it makes a compelling case!

Next, come prepared with logistics. How much time will you be away? Who can cover for you? What is the cost breakdown? Are there early bird discounts or free resources to offset expenses? If you do the legwork up front, you make it easier for your leaders to say yes.

It can also be very helpful to create a brief, documented business case that outlines the details and potential return on investment. Highlight the specific benefits to the team or organization, anticipate concerns, and present your request in a concise, compelling format. If you’re not sure where to start, we have a downloadable business case template available in the Career Success Library that can guide you through the process.

Most importantly, don’t wait until you can “prove” you’re lacking something. Growth isn’t always remedial. You don’t have to be broken to justify building. Wanting to improve, explore, or stay sharp is more than valid—it’s essential.

If you’re nervous, rehearse your pitch with someone you trust. Write it down. Anticipate questions. And if the answer is no, ask what would make it a yes in the future. That shows you’re serious and willing to compromise to find a path forward.

Looking back, I wish I had known that asking isn’t just about getting approval. It’s about claiming agency over your development. When you advocate for your learning, you’re modeling what it looks like to be proactive, invested, and future-focused. Whether others see it or not, that mindset is leadership in action.

And if the answer remains no, consider whether this is a time to invest in yourself. Not every learning opportunity has to be employer-funded. Sometimes, the act of backing your own growth is the most powerful statement you can make about your direction and your potential.

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