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Agile innovation in the face of COVID-19

CLO Magazine

Agile innovation, the profitable application of creativity, aims to design breakthrough solutions that optimize efficiency, improve market position through new product development or result in new enterprise structures. It’s perhaps no surprise, then, that in a recent Center for Creative Leadership online survey of more than 500 global leaders, 53 percent chose agile innovation as one of the top trends to impact their businesses over the next five years.

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Is Your Learning Organization Agility Fit?

CLO Magazine

For CLOs, it has become a business imperative to develop agility and capability to meet the talent needs of organizations that are rapidly changing in such a turbulent environment. From an employee development perspective, how prepared are CLOs to demonstrate the agility to lead the change in culture, programs, processes and policies that were originally designed for full-time employees to an expanded talent portfolio increasingly represented by contingent workers?

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CLO Thinking (& Measurement)

Clark Quinn

I attended the CLO Symposium with my ITA colleagues Jay Cross and Jane Hart. We should be thinking about how to start tracking meaningful activity in social networks, the value of performance support and more, not old stuff about courses. And , how to tie it back to important deltas in organizational performance. If you are putting in performance support (e.g.

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Practical leadership development principles for a COVID-19 world

CLO Magazine

You may or may not have the ability to invest in leadership development right now, yet your organization needs effective leaders to stay competitive in this season of volatility. Why have traditional leadership development programs failed? Develop leadership by doing leadership.

Inclusion is the X-factor for agility and innovation

CLO Magazine

In tandem, data shows that women and minorities are still underrepresented on boards and senior leadership teams and many employees feel underrepresented or underutilized within their organizations. My own organization’s position on leadership capabilities includes valuing differences as a vital, now-more-than-ever capability for leaders across the business because it is critical to improving decision-making and generating higher levels of creativity throughout an organization.

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Agility Leads to Growth at Siemens

CLO Magazine

“We made a decision that we would shift into a much more agile, high-risk, high-reward approach, focusing on productivity and revenue,” Magagna said. “It’s a matter of not only being agile, but the cost, quality and effectiveness of how we get our solutions to market,” Magagna said. The commitment from senior leadership was “fought [for] long and hard,” according to Magagna.

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Mind over matter: leadership mindsets and actions to drive results

CLO Magazine

Leadership happens in the nuanced shifts that occur first in the leader’s mind. Based on our research and our work with individuals across the globe, we have coalesced around four mindsets — growth, inclusive, agile and enterprise — as particularly critical to a leader’s success. Agile mindset — success in a changing world requires flexibility, adaptation and resilience. An Agile Mindset. Leadership Development Growth mindset leadership mindsets

The Power of Learning-Focused Leadership

CLO Magazine

The nature of change in careers and organizations justifies the need to continually learn, but even without this need the value of learning-focused leadership exists. Recent research published in a Harvard Business Review article, “Good Leaders Are Good Learners,” found that leaders who were in “learning mode” developed better leadership skills than their peers not in learning mode. Learning-focused leadership is not a leadership style.

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

CLO Magazine

5 Capabilities of an Enlightened CLO. But workforce readiness today demands more than just learning, content or collaboration by itself; it demands an agile approach that combines all three to drive measurable business impact. To improve performance, there are five additional capabilities every company must adopt to enable true employee readiness. Access, speed, practice, collaboration and insight are the hallmarks of an agile approach.

Be a Triple-Threat CLO

CLO Magazine

Blanda’s gridiron performance makes a great metaphor for the kind of multitasking Sobel said is demanded of modern educators. At the same time, learning leaders have to juggle more than just the agile design, delivery and deployment of high-quality employee development methods that live up to learners’ expectations. They need to have the leadership and acumen to run with the ball and execute efficiently. Today''s educators must wear mutiple hats.

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The Evolution of Leadership Skills: Don’t Become Extinct

CLO Magazine

Leadership and management practices are evolving in today’s workplace. As the world becomes flatter through technological advances and agile processes, the traditional hierarchical structure for running a business is becoming an outdated method for achieving business success. Leadership is no longer finding effective results through the command-and-control approach to executing a company’s strategy. Upgrade Traditional Leadership Skills. Flex Your Leadership Style.

Take a look at the evolution of the CLO

CLO Magazine

It’s been almost a quarter century since the formalization of the position of chief learning officer: In 1994, Jack Welch made Steve Kerr the CLO of General Electric. Of course, senior managers, often within human resources, had been responsible for workplace training for decades prior to the creation of the CLO role. But what has happened to the CLO during this period? How have the skills required to be an effective CLO changed? The Academic CLO. Agility.

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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. Details from “Action Learning and Leadership Development,” a research study on how action learning develops leaders were published in April. It’s often easy for team members to practice their leadership skills thanks to real-time feedback.

The Continued Evolution of the CLO

CLO Magazine

Amid ongoing transformation of the CLO role, today’s learning leaders need to continue to hone their business acumen. As CEO of Korn/Ferry’s leadership and talent consulting practice, Ana Dutra has a window into the internal workings of many of the world’s largest companies. For the 10-year anniversary of the magazine, Chief Learning Officer asked Dutra how and why the role of CLO has shifted from order-taker in chief to a strategic business partner.

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How to select candidates for executive coaching in your company

CLO Magazine

An engagement with a senior executive might last six to 12 months (or longer) and begin with a pre-engagement leadership assessment (e.g., The Hogan Personality Inventory, The Lominger Leadership assessment, etc.). Ability to embrace adaptive leadership.

Chief Learning Officer reveals the 2020 LearningElite award winners

CLO Magazine

Each year, the LearningElite awards program recognizes companies that have a strong and agile learning and development function. Kaiser Permanente: Leadership Commitment. EY: Best Performance Results. The post Chief Learning Officer reveals the 2020 LearningElite award winners appeared first on Chief Learning Officer - CLO Media. Measurement 2020 LearningElite CLO LearningElite Awards LearningElite

Keep Growing Your Organizational Learning Pyramid

CLO Magazine

Robust offerings would bring together the technology, behavioral and functional skills needed for the employee to perform their role effectively based on the business context and the need of the organization. Careers are no longer narrowly defined by jobs and skills but through experiences and learning agility.”. Rapidly advancing technologies and agile and team-centered business models are driving organizations to redesign themselves.

Developing the next generation of physician leaders

CLO Magazine

As the face of the health care industry continues to change, there is an overriding need for leaders who possess both clinical expertise and substantial leadership abilities. Regardless of the concepts that will or won’t affect us even a few years from now, one thing is certain: The degree of leadership complexity and knowledge will need to increase substantially over time. Leadership used to be about getting results, regardless of the way they were obtained.

Let’s change our focus on always adding more

CLO Magazine

Our field is always excited about the new or shiny object, emerging technology or hot leadership theory book. While we may think learners will be excited about the 30 new modules or videos that have been added to the leadership program, look at your data and you might be surprised. Dissect the history and growth of your leadership programs. As designers, facilitators and performance support leaders, let’s consider the delete, end or stop functions as powerful friends!

Burgers and Basics

CLO Magazine

I’m not talking about using agile development techniques to design a course or evaluating the success of a program on the Kirkpatrick scale. You’ve done a thorough needs analysis, combed through all the relevant performance data, meticulously surveyed the state of current skills and aligned with critical business priorities. The post Burgers and Basics appeared first on Chief Learning Officer - CLO Media. Leadership Development CLO editor's letter Learning economy

Communication in the time of COVID: tips for effectively engaging with employees

CLO Magazine

Now more than ever, employees depend on top-level communication from their leadership teams in order to do their jobs. With that in mind, leaders and managers should also consistently follow up with employees, because the need to stay agile and nimble has never been so crucial.

Diamonds in the Rough

CLO Magazine

Unfortunately, according to the same study, despite investing about $14 billion in leadership development, only 8 percent of these companies felt they had a good leadership development process. In my experience working within corporations, the missing ingredient needed to make these huge formal leadership-training in-vestments pay off is opportunities for experiential learning. Still another organization offers a tech approach to leadership development and learning.

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Five Practices to Build Emotionally Intelligent Leaders

CLO Magazine

Emotional intelligence, or EQ, the capability of individuals to identify and manage their own emotions as well as recognize those of others, has been identified as a strong indicator and predictor of effective leadership. Goleman says “gifted leadership occurs where heart and head — feeling and thought — meet.” 1 predictor of professional success and personal excellence and EQ affects organizational profitability and performance.

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A learner and a teacher at heart

CLO Magazine

A “very astute” professor of hers suggested she audit a few courses in organizational development and leadership to see if the field appealed. She was immediately accepted into Vanderbilt’s master’s program in organizational development and leadership, and the rest is history. “I Sullivan spent about five years consulting for companies like Booz Allen and Vantage Partners before moving internally into leadership development at Raytheon in 2009.

Classroom Learning: Ditch the Knowledge Dump, Mix it Up

CLO Magazine

According to a survey of the Chief Learning Officer Business Intelligence Board, more than half of learning departments use the classroom for business skills training, developing core competencies, leadership development, onboarding and new hire training, and technical skill development. Masie agreed that the development models ADDIE and AGILE are for a specific kind of classroom — “a person at the front, lots of PowerPoint, teach it so they memorize it.”

Cohort-based programs can develop leaders at all levels

CLO Magazine

Moreover, the cohort (community-based) nature of such leadership development programs helps nurture the traits of collaboration, teamwork, empathy, communication, social dexterity and emotional intelligence that are so essential to effective leadership of others in modern-day work settings and organizational environments. Each of us has facilitated numerous cohort-based leadership development programs in corporate and academic contexts.

The 7 Trends Reshaping Talent Development

CLO Magazine

To respond and thrive, organizations need digitally savvy, future-fluent leaders who are agile, strategic, data-driven and resilient. To better understand this changing landscape, the Center for Creative Leadership (CCL®) recently surveyed hundreds of learning and development leaders from more than 65 countries. First-timers who fail: All-star contributors who excel in functional roles are often rewarded with promotions into leadership.

The most important time to support a woman’s career development is in her 20s

CLO Magazine

Leadership development at the start of a woman’s career is proving to be a major contributor to greater numbers of women reaching the C-suite. A recent KPMG study of more than 3,000 women found that early development of leadership skills boosted women’s confidence and competence. So, how can organizations direct much-needed attention to leadership development of early-career women? At my organization, I see firsthand the value of starting leadership development early.

Don’t settle for engagement — strive for inspiration

CLO Magazine

Employee engagement has been the brass ring of leadership efforts for decades, and with good reason: High-engagement organizations report greater retention, safer workplaces and higher productivity. In an IBM study, “Leading Through Connections,” 60 percent of CEOs reported the single item they found most critical to their organization’s success was inspirational leadership. What takes the team to the next level; when are they performing at their best and what makes this possible?

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Executive Education Excellence

CLO Magazine

CLO: One of the things participants say they value about IESE’s open-enrollment programs is they encourage new ways of thinking and equip them with new skills and perspectives that are directly relevant to their work. CLO: Can you talk a bit about your new New York-based executive education program, Driving Leadership Potential, targeted toward high-performing millennials? CLO: What are some of the biggest changes taking place in executive education right now?

Individual Contributors Need Learning, Too

CLO Magazine

For companies to move forward and be agile in today’s volatile business landscape, it’s imperative that all employees are working in concert. They need strong communication skills, to know how to have difficult conversations, to know about performance management, and they need to know how to influence, she said. How do I take an active role in my own performance management?” The team decided to focus on two program areas: setting goals and having performance conversations.

Finding, Engaging and Developing Talent in a New Reality

CLO Magazine

It is fast-paced, complex, agile, digital and demands organizations be innovative, inclusive and purpose-driven. Sizable organizations are adopting agile methodologies in nondigital functions in an attempt to remain competitive. Millennials and their successors are coming to employers with an increased awareness of how stress impacts their health, a better sense of what gives them purpose and meaning, and a belief that businesses are about more than financial performance.

Corporate Learning’s Transformation in the Digital Age

CLO Magazine

Full-fledged academies emerged much later: GE’s Crotonville leadership center in 1956; McDonald’s Hamburger University in 1961; and learning institutions for corporations such as Apple, Boeing and Danone in the 2000s. Most respondents expect corporate learning — both the capabilities imparted and the agility required — to change significantly in the next three years. Homepage Top Story - Right Column Learning Delivery corporate learning corporate universities performance

Business Is Learning

CLO Magazine

Perform sophisticated statistical modeling, use a regression analysis and continue to do all the things a modern data-driven business function should be expected to do. In some ways, this is a return to the early days of the CLO role. As veteran CLO Justin Lombardo told me in a recent episode of our Chief Learning Officer Breakfast Club podcast, early CLOs like Steve Kerr at GE and Bill Wiggenhorn at Motorola were brought in by visionary CEOs to be agents of change.

Are You Developing Global Leaders?

CLO Magazine

To remain competitive in a global economy, organizations must determine the best way to position their business and people for success; that requires strong global leadership. Unless you have an interest, ability — competence to understand the world and understand your business that way, you won’t be able to have any kind of real leadership on the business or on the talent within that business,” said Juan-Luis Goujon, president and CEO of BPI group, North America.