Transforming L&D: From Order Taker to Strategic Business Partner
In today’s dynamic corporate landscape, the function of Learning and Development (L&D) is undergoing a critical transformation. Guided by industry leaders like Dr. Keith Keating, Chief Learning and Development Officer at BDO Canada, the call for L&D to evolve from a reactive service model to a proactive business partner has never been more urgent.
The Pitfalls of an Order-Taking Mindset
For too long, L&D has been viewed as a corporate fulfillment function. This paradigm relies heavily on stakeholders presenting specific training solutions—creating an environment where L&D acts primarily as an order taker, akin to a pharmacist dispensing medication without understanding the patient’s condition.
Dr. Keating compares this analogy to a common issue in many organizations: “An order taker in L&D is like a pharmacist filling that prescription without even knowing the diagnosis,” he explained. Such a mindset can lead to inefficient use of resources and missed opportunities for meaningful growth, as it neglects underlying issues that training may fail to address.
Breaking Free from Traditional Models
Keating highlights that the entrenched order-taking mentality stems from outdated industrial age practices, where training was seen only as a remedy for immediate production problems. “If you think back to the manufacturing, industrial revolution, a manager would identify an issue on the line and say, ‘Go train them to move this widget here,’” he noted. This reputation for transaction-oriented training continues to hinder the potential of L&D in modern organizations.
Reimagining the Role of L&D
Dr. Keating advocates for L&D professionals to redefine their identity within businesses as strategic partners. This reimagining involves embedding themselves deeper into the operational fabric of the organization, enhancing their understanding of industry trends, stakeholder challenges, and overall business goals.
The IDAD Model
To facilitate this transition, Keating introduces the IDAD Model—Intake, Discovery, Analysis, and Decision. L&D professionals are encouraged to use incoming requests as starting points for collaboration rather than as directives. This consultative approach aims to uncover deeper, systemic business challenges instead of merely addressing surface-level symptoms.
“Instead of just immediately accepting the solution as it’s presented, we initiate a consultative dialogue,” he stated. This process allows L&D to validate stakeholder assumptions and potentially unearth more pressing issues in the organization.
The Importance of Empathy and Listening
Transitioning from a transactional to a strategic mindset requires more than technical knowledge; it necessitates empathy and active listening. Dr. Keating’s research reveals that leaders often feel overwhelmed by immediate operational challenges, which can detract from their focus on learning initiatives. “A CFO once told me, ‘I have so many fires at my feet that I’m trying to put out. I can’t care about what you care about because I can’t see past these fires,’” he recounted.
This insight emphasizes that L&D should shift their narrative from metrics and data to storytelling and relevance. Connecting learning initiatives directly to business objectives fosters trust and can elevate the perceived value of L&D efforts within organizations. As Keating pointed out, solutions need to resonate with the real-world challenges stakeholders face.
Steps Toward Building Influence
For L&D professionals aiming to become trusted advisors rather than order takers, three essential steps can guide their journey:
- Strengthen Your Knowledge Base: “We need to be rooted in science. We need data. We need empirical evidence,” emphasizes Keating. A solid understanding of learning science and business strategy can enhance credibility.
- Invest in Qualitative Research: Engaging with stakeholders to gauge their challenges directly is vital. Keating recommends conducting regular research to ensure that learning strategies are aligned with real needs.
- Embrace Design Thinking: This proactive approach to problem-solving encourages L&D teams to gather insights before rushing into solution mode, leading to more effective outcomes.
The Path Forward for L&D
The future of Learning and Development hinges on a conscious choice: to remain reactive or to proactively lead business conversations. Trusted learning advisors have the unique capability to shape organizational direction, deriving tangible business results from learning initiatives. As Keating summarizes, “It’s about our relationships, our conversations, and our ability to advocate for alignment and true partnership.”
This evolving role of L&D not only enhances corporate effectiveness but solidifies its place as an indispensable partner in achieving business objectives.
For further insights, consider watching the complete interview with Keith Keating and Dan Pontefract on the Leadership NOW program or listen to it on your preferred podcast platform.
