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.

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.

If those of us in L&D want to work as Strategic Business Partners, it's critical that we deepen our understanding of the business. We need to approach the work as business partners with learning expertise. It's one thing to know what to learn and another to know where and how to find that information.

L&D, It's time to amp up our business acumen game. If we want to move from a place where our work is transactional, where we take and deliver training orders, to one where we are working in partnership with our business colleagues, then we need to do better. We need to know more.

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.

Training cannot fix unclear expectations from leadership. Of course, we can and should help to communicate any expectations about desired behavior and job role as part of the training product we produce. But if those expectations aren't clear in the first place, no amount of training will fix the problem.

Yes, we can help managers learn how to provide effective feedback and coaching for their team members. But, no amount of even the most awesome training for their team members can make-up for a manager who does not do this work. Training isn't a substitution for manager feedback.

Reward systems can be used to motivate team members to perform or prioritize certain tasks. However, rewards that are misaligned can quickly do the opposite if a reward is administered for the wrong behavior/task or for performing a task in an undesirable way. Training cannot fix a misaligned reward system.

If a process, or the system that informs that process is inefficient, training people to follow that process won't make things any better. You will just end up with more people who are intimately familiar with the details of the inefficient process.

If you are an L&D leader working towards becoming a more strategic business partner, it's likely you are already developing trusted relationships with stakeholders throughout the business. It's no secret that a solid relationship with the right people is one of the most important factors in moving away from working as an order taker and towards working as a strategic business partner. But have you included all of the relevant groups in that mix?

Turns out, taking orders is a vital part of the change process for L&D to move from a transactional to a more transformational working partnership with the business.

Yes, L&D. We can have a bigger impact on our organizations when we shift our focus, our mindset, and our approach away from that of an order taker to one where we work as strategic business partners. Also, it's not that black and white. We can't simply swap one for the other.

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.

Politics exist in every organization and knowing how to work with them in a positive way is an essential part of working more strategically and effectively.

What comes to mind when you think of organizational politics? Disgust? Annoyance? Frustration? Acceptance that they are just part of the office?