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.

Of course, the intentions behind the requirement are positive, but when it is treated as just a way to "check the box," it doesn't have any more impact than that or sometimes, it can even negatively impact the L&D team.

I've noticed a trend in the way those of us in these areas think about measurement. I think we've got it all wrong.

We tend to see measurement as a necessary evil. We didn't go into this profession to run numbers and most of us aren't particularly good at it. But over the years demands from executives and those who hold the checkbooks started to necessitate we measure and report.

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?

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.