Get Actionable Learning + Performance Data into Managers’ Hands with Axonify Team Metrics + Compare

Axonify

To validate the impact of learning, we must collect and report on data that establishes a clear value chain between the resources we provide and the desired outcomes for the business. Unfortunately, L&D still dedicates most of its measurement efforts to just collecting and organizing data (Bersin – 2015 State of Learning Measurement Report). Considerably less time is spent sharing insights within the organization to improve the impact of learning opportunities.

Get Actionable Learning + Performance Data into Managers’ Hands with Axonify Team Metrics + Compare

Axonify

To validate the impact of learning, we must collect and report on data that establishes a clear value chain between the resources we provide and the desired outcomes for the business. Unfortunately, L&D still dedicates most of its measurement efforts to just collecting and organizing data (Bersin – 2015 State of Learning Measurement Report). Considerably less time is spent sharing insights within the organization to improve the impact of learning opportunities.

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Leadership Development in the Collaborative Era

CLO Magazine

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 if collaboration is our goal, doesn’t that require a change in the mindset and operation of leadership development? But how does the CLO manage this collective learning process?

Burnout & Leadership Development

Abilitie

Burnout is a leadership development opportunity. Often, part of the job of leadership development professionals is justifying to other stakeholders in the business why it makes sense to invest real dollars in skillsets like “EQ” and “strategic thinking.” This is where experiential leadership development comes in. Invest in leadership development that gives participants actual practice communicating expectations. Experiential Learning Leadership Development

3 Tips for Getting the Most out of your Action Learning Project

D2L

If you’re a participant in a HIPO (high potential) program, there’s a good chance that you’re participating in an Action Learning Project (ALP) as part … Continued. Corporate Learning Trends Leadership Development

There’s an Alternative to Leadership Development

CLO Magazine

Worse, most leadership development programs turn out to be ineffective and expensive. These programs provide little focus on the social, interpersonal and strategic aspects of leadership, and what’s learned is often difficult to apply. Action learning with a trained coach is a cost-effective approach that enables leaders to develop capabilities while working to solve urgent organizational or social problems. Trust is important within an action learning team.

Growing a Model for Leadership

CLO Magazine

Building a leadership pipeline is important, and a clear leadership model can link strategic areas of the business. But moving forward, the company chose to invest more heavily into leadership building after studying the state of the industry and talent. One challenge — thriving in an ambiguous environment — stood out in particular and formed the core of Mindtree’s leadership approach. “We Building a Leadership Model .

How to Combat the Leadership Crisis

CLO Magazine

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.

No Time to Learn

The Performance Improvement Blog

One of the concerns that worry training and learning professionals most about leading culture change in their organizations is that managers will say that they don’t have time to facilitate and support employee development. These managers don’t value learning. Maybe there was a time when you could learn a set of skills in your youth and then build a career around those abilities. The only way to keep pace and maybe even get ahead of the curve is to keep learning.

There’s an Alternative to Leadership Development

CLO Magazine

Worse, most leadership development programs turn out to be ineffective and expensive. These programs provide little focus on the social, interpersonal and strategic aspects of leadership, and what’s learned is often difficult to apply. Action learning with a trained coach is a cost-effective approach that enables leaders to develop capabilities while working to solve urgent organizational or social problems. Trust is important within an action learning team.

When and How To Move Leadership Training Online

Abilitie

Many large companies struggle to find the right balance between face-to-face and virtual leadership development. As remote work becomes more common, online training not only reduces travel expenses and helps to accommodate time zone and schedule differences, it also allows for some of the same immersive, hands-on learning that classroom environments provide due to technological advancements. Leadership development is not simply about knowledge acquisition.

Learning Your Way Out

CLO Magazine

Leadership in the current knowledge era can no longer rely on a single source of expertise; rather, it needs to be a collaborative practice distributed across a range of individuals. At the same time, let’s consider how we might bring this focus on collaboration to a practice-based method of learning. ” The critical change facilitators would make is to introduce novel forms of conversation that can bring out the skills of collaborative learning and dialogue.

Special Report: Leadership Development 2011

CLO Magazine

As learning professionals know, leadership development is an essential competency for any organization hoping to persevere, both in the short and long term. But as much as leadership development is acknowledged as essential, it’s often neglected. It is with this gap in mind that Chief Learning Officer magazine introduces its special report on leadership development in 2011, seen here. From the Editors leadership development

How Authentic Is Your Leadership Development?

CLO Magazine

CLOs may already know who they want to pull into leadership development programs, but it pays to include high potentials at lower levels to add cultural and business performance value. For some time, the efficacy and utility of authentic leadership, emotional intelligence and other similar skill sets in the workplace have been considered secondary, soft skill conversations. Or, they may stay but lack the necessary experience and skill to make critical leadership decisions.

Old habits die hard, but good leaders can change

CLO Magazine

This is true for leadership habits, too. How they make decisions and take action — playing it safe. Productive engagement is about interacting with other leaders and employees in ways that gain action and commitment. Innovative action: learning through experimentation.

The Benefits of Creating a Leadership Legacy

CLO Magazine

” Now, consider this question in an organizational context: If a leader walks out of the office each night, each year, and at the end of a brilliant career has compiled a record of heroic successes, yet leaves no long-term impact on others, did leadership occur? As the question implies, legacy is a crucial component of leadership. Effective leadership occurs when the leader strengthens others’ capacity to learn, to reflect and to extract meaning from their learning.

Make Learning Learning Viral-Worthy to Make It Last

CLO Magazine

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. By incorporating these and other characteristics into learning, Jones said organizations can increase the likelihood employees will remember what they’re taught.

Take the Humdrum Out of Homework

CLO Magazine

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.

Masie 38

This Is What I Believe About Learning in Organizations

The Performance Improvement Blog

The Purpose of Business is Learning. But none of this is possible without learning. At its core, any high performing organization is about learning; continually using new information to become smarter, better, and more effective. To survive and thrive today, industries need innovation which is essentially about learning. Companies must learn more deeply about their customers and markets. Training Is Not Learning. Work is No Longer Work .

Training Culture vs. Learning Culture

The Performance Improvement Blog

What’s the difference between a “training culture” and a “ learning culture ”? As the chart shows, in a training culture, responsibility for employee learning resides with instructors and training managers. In that kind of culture the assumption is that trainers (under the direction of a CLO) drive learning. Whereas in a learning culture, responsibility for learning resides with each employee and each team.

16 Signs of a Learning Culture

The Performance Improvement Blog

How do you know your organization has a learning culture ? How will people be learning? While a learning culture is an environment that’s always being developed, certain signs indicate that you are making progress. In a learning culture…. Leaders are communicating the importance of learning (acquiring new knowledge, skills, and capabilities) and holding managers accountable for learning and applying that learning to making a difference for the organization.

Are Managers Too Busy to Learn?

The Performance Improvement Blog

One of the barriers to creating and sustaining a learning culture in organizations is the no-time myth. Managers resist attending formal training events and participating in other kinds of learning activities (elearning, mentoring, coaching, action-learning, communities of practice, internal wikis, etc.) The problem is that managers don’t make learning a high priority. This is learning, too, and takes little, if any, extra time.

Cohort-based programs can develop leaders at all levels

CLO Magazine

As executive coaches, we’ve found that cohort-based executive development programs that integrate four specific learning components — group learning, executive and peer coaching, experiential/action learning activities and a strong emphasis on personal development and self-awareness — offer a powerful way to rapidly develop leaders at any level. Each of us has facilitated numerous cohort-based leadership development programs in corporate and academic contexts.

Key Elements of a Learning Culture

The Performance Improvement Blog

A “learning culture” is a community of workers continuously and collectively seeking performance improvement through new knowledge, new skills, and new applications of knowledge and skills to achieve the goals of the organization. A learning culture is a culture of inquiry; an environment in which employees feel safe asking tough questions about the purpose and quality of what they are doing for customers, themselves, and other stakeholders.

A Productive Learning Culture

The Performance Improvement Blog

In a blog post titled, "Building a Productive Learning Culture", Thomas Handcock and Jean Martin say that businesses, because of need and demand, are increasing employee participation in training but failing to increase productivity. Even with all of these additional opportunities for learning, most workers are not acquiring the knowledge and skills they need to be successful. Learning capability: make sure employees know how to learn, not just what to learn.

Follow the Leader(ship) Spending

CLO Magazine

Learning department spending plans reflect that priority. According to a data from the Chief Learning Officer Business Intelligence Board, 94 percent of learning organizations either plan to increase or keep their level of investment the same in leadership development (Figure 1). According to survey data, 8 percent of organizations spend more than $10,000 per year per person on leadership development, 6 percent spend between $7,000 and $10,000.

Becoming a Learning Culture: Competing in an Age of Disruption

The Performance Improvement Blog

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.

Eight Leader Habits of a Learning Culture

The Performance Improvement Blog

Eight leader habits are essential to a learning culture. These are behaviors ingrained in the routines and rituals of organizations that are continually learning and learning how to learn. Leaders in these organizations do the following: Send the message - Leaders communicate the importance of learning to the organization. Build trust - Employees will invest time and effort in learning if they trust their managers. This learning cannot be left to chance.

Leaders Learning about Learning

The Performance Improvement Blog

Recently, I conducted a workshop for the leadership team of a company that wants to increase the impact of its training programs. I explained the limitations of formal training and the need for taking an organizational learning perspective. I argued that in order for any kind of learning intervention (training, coaching, mentoring, action learning, etc.) They wanted to know specifically what they could do to facilitate learning.

A Manager's View of Employee Learning

The Performance Improvement Blog

I love the sense of understanding, enthusiasm and acceptance the leadership team conveys here regarding their role in learning. As you might expect, based on my input to a previous blog (3/25, Training Isn’t Learning ), I was delighted to see the emphasis on the necessary role of the manager! For me, ‘accountable’ means managers are as much, and maybe more, responsible as the individual learner for applying learning and delivering results.

Organizational Learning Tools

The Performance Improvement Blog

What are the tools of organizational learning? As I’ve stated in a previous blog post , a high performing organization needs a comprehensive approach to learning and a set of tools to facilitate learning. A training program, or an educational event, or even a CEO’s speech about the importance of learning is not enough. Continuous learning requires continuous learning interventions that encourage and facilitate knowledge acquisition and application to the workplace.

50 Ways to Lever Learning

The Performance Improvement Blog

In a learning culture , formal training is just one of many methods used to facilitate employee learning. In a learning culture, we start with the performance goal and then select the mix of methods that will help employees acquire and retain the knowledge, skills, attitudes, and beliefs they need in order to achieve those goals. Instructor-centered class (fact to face) – traditional classroom in which instructor controls the content and learning process.

Searching for a Higher Purpose

CLO Magazine

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.

Corporate Training Trends 2020

Unboxed

Some employers may be tempted to push employee training to the side of their business-centric priorities, but you may want to think again… At Unboxed Training & Technology, our goal is to provide you with any recent corporate training trends with actionable ways to apply these new industry insights to your company or team. The Future of Corporate Learning. Top 4 Learning and Development Trends in 2020. Trend #1: Actionable Coaching. Action learning projects.

Beyond the status quo: how enlightened CLOs can enable true employee readiness

CLO Magazine

There’s a massive shift underway in the world of learning and development. It’s a perfect storm of pressure, in which chief learning officers weigh ROI and manage digital disruption across industries as they pivot from the age of the customer to the age of the employee. CLOs face intense pressure to build learning cultures in which geographically dispersed teams can engage with relevant content “on-demand” to reskill. Embracing Learning in the Flow of Work.

Evidence-Informed Practice

The Performance Improvement Blog

They are taking adult learning theory and systems thinking, combining that with evidence from program evaluation studies, and using the information to make their own organizations more effective. At their retreat, I talked with PART members about developing a learning culture in their agencies that would help them in the process of continuous improvement. We identified organizational barriers to learning and how those barriers can be overcome.

How to Overcome a Learning Disaster

CLO Magazine

Those may be harsh words to dispense, but in business — and especially in learning and development — the menacing word “failure” is part and parcel of innovation. While organizations continue to learn that what worked in the past might not work any longer, the prospect of navigating uncharted waters to produce something new is scary. Innovation requires you to have a stomach to experiment,” said Shabnam Irfani, director of learning strategy for Janssen Pharmaceuticals Inc.