Why this is happening and how we break free

It’s 1975. Picture this: an L&D professional sits in a corporate boardroom, pen poised over a notepad. A leader says, “We need a training on this. Can you pull something together?” Dutifully, the professional nods, writes it down, and leaves, thinking, “Why am I always the one taking orders? Why don’t they see the bigger picture?”

Fast forward almost 50 years. Typewriters are gone, replaced by laptops. Boardrooms now have Zoom links. Yet somehow, L&D professionals are still stuck in the same frustrating pattern. They’re seen as order-takers, not strategic leaders. A problem we can trace back to L&D being stuck in order-taker mode since 1975.

This article unpacks the roots of this problem and, more importantly, lays out a roadmap for L&D professionals to finally step into a strategic role. If you’re ready to break free from “order-taker” mode, let’s dive in.

But here’s a hard truth: to change how others perceive us, we first need to understand how we got here.

To listen to this blog, here is the podcast episode:

Why L&D Has Been Stuck in “Order-Taker” Mode

L&D’s struggles as a function are well-documented, with many tracing the issue back to L&D being stuck in order-taker mode since 1975:

• “Why don’t leaders value what we do?”
• “Why are we only called in after decisions are made?”
• “Why do we feel stuck reacting instead of leading?”

If these frustrations resonate with you, know that you’re not alone

The challenges that keep L&D in a reactive role are multifaceted. Let’s break them down.

1. Outdated Tools and Frameworks

Many of the tools L&D professionals rely on—such as Kirkpatrick’s Four Levels of Evaluation or ADDIE—were groundbreaking in their time. But they were designed for a world that no longer exists.

For example, Kirkpatrick’s Model focuses on evaluating training outcomes after the fact, but today’s organizations need proactive tools that tie learning directly to business metrics like retention, productivity, and revenue growth.

The ADDIE model, created in 1975 for the U.S. Army, introduced a linear, systematic approach to instructional design. While effective for its era, it reinforced a reactive mindset: take the order, analyze the need, and deliver training.

Today, organizations demand proactive solutions tied to business outcomes like retention, productivity, and revenue growth. Yet, 63% of L&D teams still measure success based on course completion rates instead of business results.

Beyond the tools themselves, the problem is overload.

• Thousands of articles, courses, and certifications clutter the field.
• Colleges keep adding to curriculums without removing outdated content.

The result? L&D professionals spend more time sifting through legacy resources than implementing modern solutions.

2. Limited Perception from Business Leaders

The way business leaders perceive L&D further entrenches the issue.

For decades, L&D has been focused on fulfilling requests “We need training on X” instead of proactively solving root problems. While this approach might seem helpful, it reinforces the idea that L&D is reactive, not strategic.

• Only 25% of L&D professionals feel confident their strategy aligns with business priorities (CIPD, 2023).

According to McKinsey, only 13% of executives see L&D as a driver of business outcomes. When we’re excluded from strategic discussions, our solutions often miss the mark, perpetuating the cycle of marginalization.

When L&D isn’t included in strategic conversations, the solutions they deliver often miss the mark. This leads to ineffective training programs, which further erode credibility. It’s a vicious cycle that sidelines the function.

3. Lack of a Clear Path Forward

Even when L&D professionals recognize the need for change, they’re often unsure where to start.

We’re operating in a complex environment:

• Hybrid workforces.
• Skills gaps.
• Disruptive technologies like AI.

Yet, many available resources feel outdated or overwhelming. 80% of L&D professionals understand best practices, but only 35% feel equipped to implement them effectively.

This gap between understanding and execution leaves many L&D teams stuck in “analysis paralysis,” unable to prioritize or act on their ideas.

4. Internal Mindset: Waiting for Permission

Finally, let’s talk about us—the L&D professionals.

Too often, we wait for permission to innovate or lead. This mindset is rooted in:

• Comfort with the familiar: Clinging to old frameworks because they feel safe.
• Fear of overstepping: Hesitating to assert ourselves in strategic discussions.
• Imposter syndrome: Doubting our ability to drive change.

This internal hesitation sends a message to our organizations: we’re not ready to lead.

Turning Challenges Into Opportunities

The challenges holding L&D back are deeply rooted in outdated tools, limited perceptions, a lack of clarity, and even our own hesitations, issues that have kept L&D stuck in order-taker mode since 1975. These issues have kept us in a cycle of reactivity, preventing us from demonstrating the true strategic value of learning and development. But here’s the good news: we’re not doomed to stay stuck.

While these obstacles may feel overwhelming, they also represent opportunities—opportunities to reimagine the role of L&D, to lead with purpose, and to align our efforts with the outcomes that matter most to our organizations. The path forward isn’t easy, but it’s clear.

Let’s explore how we can break free from this outdated mold and step into a role that is not only respected but indispensable. Here’s how we start leading the way.

How Can L&D Break Free?

Breaking free from order-taker mode requires more than acknowledgment of the problem. It demands bold, actionable steps to reposition L&D as a strategic partner that drives business outcomes. Here’s how we can transform the narrative and our role within organizations.

1. Develop Business Acumen

To be strategic, L&D professionals must speak the language of business. This goes beyond understanding your organization’s goals—it requires the ability to tie learning initiatives to measurable business outcomes like revenue growth, employee retention, and productivity.

Why This Matters:

When business leaders discuss declining revenue, rising turnover, or operational inefficiencies, L&D must be ready to offer solutions—not generic training but targeted interventions aligned with business priorities.

What It Looks Like in Practice:

• Understand financial metrics: Familiarize yourself with terms like EBITDA, profit margins, and cost per hire. This allows you to connect learning programs directly to these metrics.
• Quantify outcomes: Instead of saying, “We delivered leadership training to 200 managers,” reframe it as, “Our leadership training reduced turnover by 15%, saving $2 million in rehiring and onboarding costs.” Learn more about Performance Objectives here.
• Be proactive: Use data to anticipate challenges before they arise. For example, if the organization is struggling with retention, identify how targeted development programs can address that gap.

Pro Tip: Partner with your finance or analytics team to learn how they measure success and what KPIs matter most. Use this information to align your learning initiatives with those metrics.

2. Build Strategic Relationships

Strategic relationships are the cornerstone of L&D’s evolution. To break free from a reactive role, you need to collaborate with leaders across the organization—not just HR.

Why This Matters:

The stronger your relationships, the more likely you are to be included in strategic conversations where decisions are made. Relationships turn L&D from a service provider into a trusted partner.

How to Build Them:

• Engage with executives: Schedule regular check-ins with key stakeholders to understand their goals and challenges. This positions you as someone who’s invested in their success.
• Ask the right questions: When approached with a training request, dig deeper. For example:
  • “What’s the root cause of this issue?”
  • “How will we measure success?”
  • “What does the business need to see as a result of this training?”
• Go beyond HR: Collaborate with departments like sales, marketing, and operations. For example, partnering with sales could involve analyzing how skills gaps affect deal closure rates and designing training that directly impacts those numbers.

Dig deeper into building credibility here.

A Real-World Example:

Early in my career, a head of sales asked for negotiation training. Instead of delivering a standard course, I asked probing questions: “What’s the specific challenge?” “How do you measure success?” I discovered the real issue was a lack of confidence in pricing discussions. By addressing that root cause, we boosted sales performance and strengthened my relationship with the sales team.

3. Adopt a Data-Driven Approach

Data is the backbone of strategic decision-making in modern organizations. Yet many L&D teams still focus on vanity metrics like attendance and course completions, which fail to demonstrate impact.

Why This Matters:

Without data to back your initiatives, it’s difficult to prove ROI or show alignment with organizational goals. Leaders want numbers. Without data, it’s hard to prove L&D’s impact.

How to Leverage Data:

• Start with the end in mind: Define clear business outcomes for every initiative. For example, instead of aiming to “improve engagement,” set a goal like “increase retention by 10% over 12 months.”
• Track meaningful metrics: Move beyond attendance to measure:
  • Behavior changes (e.g., improved sales performance).
  • Business outcomes (e.g., increased revenue).
  • Employee impact (e.g., higher engagement scores).
• Present actionable insights: Use dashboards or reports to show leaders the direct impact of L&D on key metrics. For instance, a report might show how a new onboarding program reduced time-to-productivity by 20%.

Pro Tip: If data feels overwhelming, start small. Choose one program and track a single meaningful metric to build your confidence.

4. Embrace Innovation and Technology

The pace of change is relentless, and L&D cannot afford to lag behind. Modern tools like AI and virtual reality (VR) offer exciting opportunities to enhance learning experiences and align with today’s hybrid work environments.

Why This Matters:

Emerging technologies aren’t just flashy—they’re practical. They enable personalization, improve engagement, and make learning more effective and scalable.

How to Get Started:

• Leverage AI for personalization: Use AI-driven platforms to create tailored learning paths for employees based on their roles, skills gaps, and career goals.
• Experiment with VR or simulations: Develop immersive scenarios for leadership training, where participants can practice difficult conversations or crisis management in a safe environment.
• Incorporate interactive tools: Add elements like polls, quizzes, and interactive PDFs to make learning engaging and actionable.

Example:

Instead of delivering a traditional PowerPoint workshop for hybrid leaders, consider using video simulations where participants respond to real-world challenges. Pair these scenarios with AI-driven feedback to help leaders refine their approaches in real-time.

5. Advocate for the Value of L&D

If you don’t tell the story of your impact, no one else will. Advocacy is about communicating L&D’s value in terms that resonate with business leaders.

Why This Matters:

Leaders prioritize initiatives that drive measurable results. If you can’t articulate the impact of L&D, your function risks being sidelined—or cut entirely.

How to Advocate Effectively:

• Focus on outcomes, not inputs: Instead of saying, “We delivered 20 training sessions,” highlight the results, such as “Our training increased customer satisfaction scores by 15%.”
• Tie initiatives to business goals: Align your programs with strategic priorities. For example, if reducing turnover is a goal, showcase how leadership training is helping retain top talent.
• Communicate success stories: Share case studies or success metrics with leadership. For instance, present a case study showing how a targeted upskilling program saved $1 million in recruitment costs.

6. Shift the Internal Mindset

To truly lead, L&D professionals need to stop waiting for permission and start taking proactive steps. This requires a shift in mindset.

Why This Matters:

Internal hesitations—such as imposter syndrome or fear of overstepping—limit L&D’s ability to innovate and contribute strategically. Breaking free requires confidence, initiative, and a willingness to challenge the status quo.

How to Shift Your Mindset:

• Embrace a growth mindset: View challenges as opportunities to learn. Recognize that failure is part of growth.
• Take small steps: Start by leading one initiative or proposing one strategic idea. Success breeds confidence.
• Seek continuous development: Invest in your own growth by building business acumen, staying updated on industry trends, and developing leadership skills.

Conclusion: The Opportunity Ahead

Yes, L&D has been stuck in order-taker mode for decades. In fact, the trend of L&D being stuck in order-taker mode since 1975 has hindered its evolution into a strategic powerhouse. But the opportunity to change this narrative has never been greater. By developing business acumen, building relationships, leveraging data, embracing innovation, advocating for value, and shifting our internal mindset, we can redefine L&D’s role as a strategic powerhouse.

The question is: What’s one step you’ll take today to start this transformation? Share your thoughts in the comments below, I’d love to hear from you!

When you’re ready to break-free from order-taking and step into value-add L&D partnering, this is where you want to be – Talent Development Academy.

Sources:

Kirkpatrick’s Four Levels of Evaluation
https://www.kirkpatrickpartners.com

Bloom’s Taxonomy Overview
https://cft.vanderbilt.edu/guides-sub-pages/blooms-taxonomy/ 

ADDIE Model on Wikipedia
https://en.wikipedia.org/wiki/ADDIE_Model

2022 Association for Talent Development Report
https://www.td.org/research-reports/2022-state-of-talent-development 

2023 CIPD Learning and Development Report
https://www.cipd.co.uk/knowledge/strategy/development

McKinsey Research: L&D as a Key Business Driver
https://www.mckinsey.com/business-functions/people-and-organizational-performance

Nomadic Learning: The State of Strategic L&D 2023
https://nomadiclearning.com/reports/strategic-learning-2023

Gallup Employee Engagement Study
https://www.gallup.com/workplace/289674/improve-employee-engagement-workplace.aspx

Peter Senge’s The Fifth Discipline Overview
https://thesystemsthinker.com/the-fifth-discipline-by-peter-senge/

L&D’s Transformation from Order-Taker to Trusted Learning Advisor
https://leadx.org/articles/lds-transformation-from-order-taker-to-trusted-learning-advisor/

Training Industry: The L&D Conundrum: Relevance or “Order-Taking?”

https://trainingindustry.com/articles/professional-development/the-ld-conundrum-relevance-or-order-taking