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Meet the CLO Advisory Board: Judy Whitcomb

CLO Magazine

CLO: How did you become interested in learning and development? Leveraging these natural talents and applying them to real-life experiences in the workplace with strong mentors and formal education in adult learning sparked my interest and passion in learning and development. Little did I know, there were no mountains in Mt.

CLO 79
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Becoming a Learning Culture: Competing in an Age of Disruption

The Performance Improvement Blog

The only thing holding companies back from learning at the speed of change is their organizational culture which, for many, is a barrier to learning. Most companies have a training culture, not a learning culture. Most companies have a training culture, not a learning culture. Learning is just-in-time, on-demand.

Culture 178
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How leaders can reframe failure in a post-pandemic world

CLO Magazine

However, the newly published “CEMS Guide to Leadership in a Post-COVID-19 World” — which makes recommendations for leaders, educators and professionals post-pandemic — reveals that COVID-19 has yielded a unique opportunity to stop, reflect and learn; to rethink the culture, operations, processes, frameworks and leadership that define us.

Culture 101
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It’s time to discuss the problem with ‘owning your own development’

CLO Magazine

” That quote plays in my head every time I hear a learning leader proudly proclaim something like, “We’ve built a learning culture, where employees own their own development.” It’s those same companies that believe they’ve built a culture of learning that are also seeing challenging turnover rates.

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Developing the next generation of leaders through shared values at the TTUS

CLO Magazine

Yes, we are a system of five higher education universities, but in addition to our focus on top-tier education, we strive for something more. Once the five universities determined their shared core values, the Office of Leader and Culture Development at TTUS sought to identify how we could create enterprise alignment in our actions.

Develop 41
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Becoming a learning enterprise is a culture-change journey

CLO Magazine

Becoming a learning enterprise is a culture-change journey. Their attitudes toward learning and failure, how they react to bad and good news, and the time they spend debriefing and learning all set examples and seed the culture. And, of course, they are skilled learners, mentors, sponsors and coaches. And there are many levers.

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Molly Nagler of PepsiCo shares her career journey

CLO Magazine

I started my career in higher education, first at UC Berkeley Haas School of Business, then Yale School of Management, because I believe that higher education is the gateway to prosperity. Everyone has a different journey to CLO. Were there any particular mentors or supportive figures who were helpful along the way?

CLO 95