The CLO is strategically positioned to focus on business objectives, outcomes and costs. Partnering with line of business leaders is a natural next step. Successful chief learning officers understand that business longevity is defined by an ability to innovate and adapt. They know that unless organizations can learn faster than the competition — and faster than the rate of change — they are destined to take a back seat in the marketplace. MORE

says the executive vigorously shaking my hand at the end of a learning engagement. Reflecting on this reaction made me want to share what I have learned about creating powerful learning engagements. After more than 25 years in the learning profession, from new-hire orientation programs to senior team development at Fortune 100 companies, I have captured a lot from observing so many learning programs and initiatives. Commit to the ‘True Few’ Learning Objectives. MORE

Although governments don’t seem to be acting collaboratively these days, businesses and agencies are — and increasingly so. In sum, we need safe, collaborative environments where everyone can contribute, thereby unleashing the leadership potential that already exists at your doorstep. And it comes with bottom-line benefits — namely, increased quality, innovation, proactivity, resiliency and learning. But how does the CLO manage this collective learning process? MORE

Substitute learning for any number of ideas or causes an organization is trying to sell, and it’s easy to chuckle at the thought of something like, say, an operations management course ever breaking the internet. But the premium on making an impact through learning is high. It gives companies a competitive advantage, improves employee retention and drives business performance. The dimensions are based on 40 years of research in motivation and adult learning. “We MORE

Many suggest mobile and social learning technology will have the greatest effect on organizations. Learning leaders plan to increase spending to develop in-house content, e-learning and install learning technologies, partly because of pressure to deliver more training content to the widest possible audience. Learning leaders believe they have passed through a difficult period and that the improving economy has caused a change in business expectations. MORE

This is true for leadership habits, too. To keep up and stay competitive in a rapidly changing, ever-more-complex world, businesses need to change how they operate, and that means leaders must adapt their own behaviors as well. How they make decisions and take action — playing it safe. MORE

For Kevin Bruny, chief learning officer for Chesterfield County, Va., According to Kevin Bruny, chief learning officer of Chesterfield County, Va., Chesterfield has received numerous awards — including seven consecutive years on the Training Top 125, the only local government to receive such recognition — due to the evolution of its learning and talent development initiatives. “You would have a hard time finding a better learning officer anywhere. MORE

Day two of the Spring 2011 Chief Learning Officer magazine Symposium continued with more innovative learning strategies in Amelia Island, Fla. Bill Whitmore, CEO of AlliedBarton Security Services began the morning with a keynote on how to drive business performance through leadership branding. Whitmore asked the audience if their company can distinguish value and explained why a company’s leadership brand matters in the context of creating business results. MORE

The highest aspirations of the learning profession prescribe organizational development — a direct effort to increase a company’s effectiveness. This means strategically deploying learning to further a company’s mission — the goal employees work to accomplish. But focusing on this too much may mean learning leaders lose their grip on what is essential to the success of their companies: people. The best time to provide learning to people is when they need it,” he said. MORE

Leadership development is failing. The leadership pipeline is low, and executive search firms are growing thanks to a pronounced need for talented leaders at all levels. Part of the problem is that too often leadership has been a solo sport. In their book “Learning Leadership: The Five Fundamentals of Becoming an Exemplary Leader,” James M. Learning leaders need to: Ensure that learning fits the organization’s culture and goals. MORE

There’s a massive shift underway in the world of learning and development. Today, the shift is playing out against a backdrop of market volatility, rising unemployment and business closures. 5 Capabilities of an Enlightened CLO. Embracing Learning in the Flow of Work. MORE

He determined there was a need to provide enterprisewide leadership development to Quest’s 400-plus senior executive leaders that aligned with the company’s vision, goals and strategy. To help with the meta-design options for LQA’s development, Stroud brought in Pete Cuozzo, founder and president of Cuozzo Enterprises, a management consulting firm specializing in leadership development, individual and team coaching, and organization development. “In MORE

I’m of the opinion that leadership values are constant laws, but how those get manifested and how we learn and grow changes by the minute. A Learning Organization. I believe the goal is to be a learning organization. An organization that is in sync, not in competition with, the outside environment and one that is aligned to the needs of the business. Any learning and development goals outside of this are a waste of time. Business Process Reengineering. MORE

Any company, faced with these kinds of disruptive forces must keep learning. Employees must learn how to use new computers and new apps, how to operate new, high tech machinery, how to be responsive to customer demands, how to create innovative products and services, how to manage a multi-cultural, multi-generational workforce, how to work effectively in cross-functional teams, and how to plan for a future that is constantly in flux. Learning is just-in-time, on-demand. MORE

According to a Forbes article, “5 Reasons Why Millennials Are Passed Over As Managers,” published in September 2013, a survey of 1,200 business professionals reported that 59 percent believe millennials are not ready to become managers because of lack of experience. Instead, learning leaders should build their knowledge and accelerate their real-world capabilities by putting participants in the executive’s shoes for a given period of time. MORE

Many CLOs and other learning executives are walking with a bit more spring in their steps these days, and perhaps smiling a bit more often. They are coming out of budget meetings feeling less like “executioners” ready to cut payroll and more like “executors,” ready to execute learning and knowledge management strategies in support of growth. The role of learning in supporting rapid organic growth can be seen in several initiatives being taken by Mike Barger, CLO of JetBlue Airways. MORE

In 2009, she joined Fierce Conversations as an account executive/marketing lead, and as of November 2018, she was running the leadership development and training company that focuses on helping clients have effective conversations. While Fierce, a small, growing company, doesn’t have a formal leadership development program, Engle said company leaders and mentors taught her how the business works and gave her a sense of connection to the company. MORE

In fact, as of March 2016, more than 50 percent of enterprises outsource at least some of their learning and development needs according to the International Data Corporation. As a result, suppliers are being constantly pushed to provide updated and innovative solutions that offer real business results. With a strong, compatible relationship, an organization can enhance its learning function beyond its own in-house capabilities. MORE

Elliott Masie is CEO of The Masie Center, an international think tank focused on learning and workplace productivity, and chairman and CLO of The Masie Center’s Learning Consortium. Students have come to expect and accept homework as an element of the learning process. A great example of this includes the pretraining readings that many organizations send out to participants in leadership development programs. Entice your learners to extend their learning. MORE

In this case, if an individual wasn’t highly competent, very decisive, or willing to make bold demands and take bold actions, he or she wasn’t as successful as those who showed more constraint,” he said. Gregory said the most important way learning leaders can help with these dark side characteristics is to help leaders understand that how they think about themselves is not important — rather, the importance is how other people view them. MORE

In today’s turbulent, fast-moving business environment, what’s the best way to build intellectually nimble, innovative and self-confident leaders, equipped for the challenges of constant change? They identify and nominate emerging leaders for participation in leadership development programs. MORE