Remove 2005 Remove CLO Remove Effectiveness Remove Performance
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Meet the CLO Advisory Board: Diana Thomas

CLO Magazine

Chief Learning Officer recently sat down with longtime CLO Advisory Board member Diana Thomas, executive coach and advisor for Winning Results LLC. In 2014, she received CLO’s Norman B. CLO: How did you first become interested in learning and development? Thomas was profiled in the October 2005 issue of Chief Learning Officer.

CLO 79
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Trish Holliday Teaches Tennessee a Lesson

CLO Magazine

In 2005, Holliday left the ministry for a job as training officer with the state of Tennessee, where she quickly moved up the ranks to assistant director, then director, and ultimately CLO. As CLO, Hunter encouraged Holliday to rethink the state’s approach to learning and to create a more centralized and aligned learning department.

Lesson 50
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The Future of the Corporate University

CLO Magazine

But technology’s pace of change and the emergence of digital learning aggregators have brought the effectiveness of the traditional corporate university model into question. Daniel Gandarilla, vice president and CLO at Texas Health Resources University, said the corporate university is not dead — it’s being redefined.

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The Neuroscience of Self-directed Learning

CLO Magazine

There are two parts to being able to clone your people: the ability to reverse engineer the top performers to really understand what makes them extraordinary, and the ability to quickly and efficiently develop others to think and act like those top performers. Once rewired, these patterns are the new unconscious competence.

Brain 79
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Timing is Everything

Jay Cross

Think about it at the next CLO Symposium. A landmark study by ASTD and IBM interviewed CLOs and CxOs at 26 leading companies across 11 industries (see The C-level and the Value of Learning , T+D magazine, October 2005). Reading between the lines, the CXOs appear to be Future thinkers; the CLOs are Past and Present thinkers.

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Training Must Swim to the Current to Survive

Living in Learning

Anything floating on the water moves most effectively when it remains aligned in the heart of the current. Using the definition above, I point to misalignment of training outcomes with mainstream business performance requirements as representing the variance with the main current. Granted it was 2005, but man! Here we go!

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A Network of Experts: From Content Curation to Insight Curation

CLO Magazine

In most organizations, performance measurement still focuses on celebrating the “lone wolf” individuals who they count on to find just the right data to inform great innovation and accomplishment. Change the traditional annual performance review process which assumes objectives are met primarily at the individual level.

Network 81