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More Curious Learning

Learning Rebels

Here is a telling conclusion from the above article: “The message can’t change unless the perceived consensus among figures we see as opinion and thought leaders changes first.” That’s okay, that’s what curiosity is for, it means seeking out a person in the organization to mentor you, and help you to improve and learn.

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The Rise of the Servant Leader

CLO Magazine

In the 20th century, information became as important as materials, leading to what my friend and mentor Peter Drucker called knowledge work. People were no longer viewed as mere “hired hands,” and managers had to learn to encourage and inspire those who worked with them. It’s a lofty concept.

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Reflecting on the first half of 2009

Jay Cross

Articles: Get Out of the Training Business. Any remaining training staff will become mentors, coaches and facilitators who work on improving core business processes, strengthening relationships with customers and cutting costs. Articles: The future is people, not technology. The scope of the job of the CLO is mushrooming.

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The 70:20:10 Model – Today, Tomorrow & Beyond

Learnnovators

Jobs are changing where there is a clear move from role-based work to task-based work, less transactional work and more work that requires decision-making and dealing with ambiguity. Learnnovators: What are the challenges of Chief Learning Officers (CLOs) who aspire to implement the 70:20:10 Model in their organisation?

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THE 70:20:10 MODEL – TODAY, TOMORROW & BEYOND

Learnnovators

Jobs are changing where there is a clear move from role-based work to task-based work, less transactional work and more work that requires decision-making and dealing with ambiguity. Learnnovators: What are the challenges of Chief Learning Officers (CLOs) who aspire to implement the 70:20:10 Model in their organisation?