Learning for Earning: the quiet strategy behind real project leadership

When we talk about learning in leadership, the default tends to be knowledge. New tools, methodologies, industry trends – all valuable. But recently, a keynote speaker reminded me of something more layered: we also learn for earning. Not just money, but trust, respect, influence, and the right to lead.

This idea immediately struck a chord. In project delivery and transformation, learning for earning is often the difference between a sponsor who is technically capable and one who is truly influential. I’ve seen both and the impact they have on teams and outcomes is dramatically different.

Beyond the salary

Let’s reframe “earning” for a moment. While financial compensation is part of the picture, leaders earn far more than a salary:

• Trust from team members who look to them in moments of uncertainty
• Respect from stakeholders who may not always agree, but know the leader stands for something
• Influence that shapes priorities, engagement, and action
• And of course, results that earn their position at the table

But none of this is automatic. It’s earned through a deliberate learning mindset, one that goes beyond ticking professional development boxes.

What are you trying to earn?

When I work with project sponsors and senior leaders, I often ask a simple but revealing question: What are you trying to earn in this role?

Some respond with clarity: “I want to earn my team’s trust.” Others pause; it’s not something they’ve been asked before.

But once they identify it, learning becomes purposeful. For example:

• If you want to earn trust, you might need to learn how to show up consistently, listen deeply, and follow through.
• To earn respect, perhaps you need to learn more about the business context or stakeholder pressures – not to show off, but to understand.
• If you’re earning influence, you may need to learn the language of different groups: operations, finance, technology and how to connect them.
• And to earn results, it often comes down to learning how to simplify complexity and focus on what matters most.

The learning loop in action

Let’s take a real example. I recently mentored a sponsor who had deep subject matter expertise but struggled to engage their cross-functional project team. They were frustrated “I’ve told them what needs to be done, why isn’t it happening?”

The shift began when they reframed their learning. Instead of seeking more content knowledge, they leaned into learning how to influence. They asked for feedback. They practiced active listening. They invested in 1:1s not to direct, but to connect.

Over time, they began to earn the right to lead the team not through authority, but through presence, curiosity, and action. Engagement lifted. Progress followed. This is what real project leadership looks like.

Four quadrants of leadership earning

I use a simple model to help sponsors reflect on their current learning focus:

Which quadrant are you working on right now? Which do you neglect?

This framing creates space for deeper conversation, about what to learn, but why. It also reveals what may need to shift in your leadership practice.

Steps to put learning for earning into practice

If you’re ready to shift your learning mindset from content consumption to purposeful development, here are four simple steps to help you get started:

1.Define what you want to earn

Ask yourself: What do I most need to earn right now in my role?

Is it trust from a new team, respect from senior leaders, influence across stakeholders, or better results?

Naming it gives your learning purpose.

2.Choose your learning focus

Identify the skills, behaviours, or insights that would help you earn that outcome.
For example:

• To earn trust: focus on consistency, communication, and follow-through
• To earn influence: learn more about storytelling, stakeholder engagement, or strategic framing

3.Apply what you learn

Use what you’re learning in everyday leadership moments like team meetings, stakeholder updates, decision-making discussions. Small shifts create meaningful change.

4.Reflect and recalibrate

Learning isn’t linear. Make time to reflect:

• What’s working?
• What resistance are you encountering?
• What do you need to adjust?

Treat it like a loop – learning, applying, reflecting, adjusting – not a one-off activity.

When learning becomes a tool to earn trust, respect, and results, leadership becomes more than a role – it becomes a relationship.

So let me ask you: What are you learning for? And what are you hoping to earn?