With the rise of digital transformation, shifting employee expectations, and evolving business needs, Learning and Organisational Development (L&OD) has never been more critical. No longer simply a provider of training courses or leadership programs, L&OD has become a key enabler of strategic change. Here, Jen Tait, Founder of Rise Learning Group, explains how Business Partnering can truly drive organisational performance.
This is easier said than done. L&OD business partnering requires a unique blend of strategic insight, emotional intelligence, and operational acumen. So, what separates effective partners from order-takers? Here are the most important do’s and don’ts that can help L&OD professionals add real value in their organisations.
DO: Align with business strategy
Every L&OD initiative should start with the question: How does this support our business goals?
This strategic alignment means understanding not just what the business does, but where it’s heading. Is the company trying to scale? Introduce new technology? Adopt more agile ways of working? Your learning interventions must support these changes.
One emerging L&OD trend is to move away from generic training days and instead, co-create learning sprints with operational leads. We’ve noticed huge improvements in engagement and productivity.
Tip: Stay connected to strategy through regular attendance at leadership meetings and ongoing communication with senior stakeholders. This ensures you remain aligned and influential.
DON’T: Lead with pre-packaged solutions
It’s tempting to prescribe a familiar solution to a familiarsounding problem. Rollling out a resilience course to tackle low morale. Booking a team building day to address a decline in team performance. But effective partners don’t jump to conclusions.
Instead: Begin with a discovery mindset. Ask probing questions. Take a look at the data. Co-create with the business and target audience.
DO: Speak the language of the business
The best L&OD partners are bilingual. They translate learning outcomes into business value. It’s not about “developing a growth mindset”, it’s about increasing sales, reducing onboarding time, or improving employee retention.
Tip: Learn the financial and operational metrics your stakeholders care about. This helps you connect L&OD initiatives to tangible results.
DON’T: Be an order-taker
It’s not uncommon for business leaders to approach L&OD teams with requests that sound like orders: “Can you run a course on time management?” While well-intentioned, these requests often stem from symptoms, not root causes.
Instead: Positively and respectfully challenge assumptions. Ask: What’s the outcome you’re hoping for? Often, what’s really needed is better prioritisation, clearer KPIs, or resource adjustments, not just another course.
True business partners are not afraid to challenge whether training is the answer. This is how you move from transactional to transformational.
DO: Build credibility and trust
We all know that trust is earned. It’s built through consistency, transparency, and results. Business leaders are more likely to listen to your ideas if you’ve demonstrated reliability and competence.
Make a point of circling back on L&OD initiatives. Share results, ask for feedback, and adjust as needed.
Tip: Don’t just deliver solutions, follow up. Report on impact. Ask for feedback. Show that you care about results as much as your stakeholders do.
DON’T: Ignore organisational culture
L&OD interventions don’t work miracles. If your leadership programme promotes empowerment but the culture punishes mistakes, no amount of learning will stick.
Instead: Understand the real culture, what people say and what they actually do. Then, design interventions that either work with the culture or actively help to move it in the right direction.
Collaborate with HR, internal comms and change teams to embed new behaviours through multiple channels.
DO: Stay future-focused
The world of work is changing fast, from AI and automation to hybrid working and multi-generational teams. L&OD must help organisations anticipate and prepare for what’s next.
This could mean scenario planning, future skills mapping, or agile leadership programmes. You’re not just supporting existing employees, you’re enabling future talent.
Tip: Keep your radar on the future. Build your external network, follow emerging trends, and bring those insights back into the business.
DON’T: Go it alone
True business partnering means collaboration across functions. Siloed L&OD teams can only go so far.
Instead: Build cross-functional teams around big initiatives. Cocreate solutions with stakeholders. When people feel ownership, they’re more likely to support, and sustain, change.
The takeaway? Be curious. Be courageous. And above all, connect learning to business impact. That’s the path to becoming a truly indispensable L&OD business partner.
For support with L&OD business partnering in your organisation, contact Jen.tait@riselearninggroup.com