L&D needs to work with stakeholders and SMEs in order to create effective learning solutions. We need their feedback, their expertise, information only they have access to, and their partnership to make it all happen.

So, what are we to do when our work with them includes more blockers than anything?

If you truly want to move from a place where you are taking training orders to one where you work with your stakeholders as a strategic business partner, you need to know how they see you. Your stakeholders' perceptions define how they work with you. You can work to shift these perceptions, but first you need to know what they are.

Have you felt frustrated when a stakeholder comes to you asking for a specific training solution in a shortened timeline?

One day, as I was sharing these frustrations with my boss in a one-on-one, she simply responded with, "We need to train the business how to do business with us."

Too often in L&D we think that the way we are working is helpful, but these behaviors are exactly what keep us stuck working as transactional order takers.

In other words, we unintentionally sabotage our own success.

L&D leaders everywhere strive to move beyond order-taking and become true strategic partners, driving real impact and solving talent challenges. My research reveals four key behaviors—business alignment, proactive engagement, value maximization, and deep collaboration—that empower L&D professionals to make this powerful shift.

Ever wonder what it takes for L&D leaders to transition from order-takers to true business partners? Strategic L&D pros aren’t just reactive; they’re invited early to the table, foster strong relationships, and collaborate deeply with stakeholders. Discover the three key signs of a Strategic Business Partner and learn how to spot a potential mentor in your own organization.

Many L&D teams feel trapped in a reactive role, fulfilling requests without the chance to address true talent challenges. This post explores seven signs that indicate your team may be seen as order-takers—and offers insights on how to shift to a strategic business partnership role.

Navigating both strategy and detailed tasks is tough—and sometimes, it’s impossible to do them simultaneously. This post explores why we often get buried in details, leaving little room for strategic thinking, and offers practical steps to create space for both.