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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. Crisis Leadership agile innovation Coronavirus covid-19

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Leadership in the Great Acceleration

CLO Magazine

We have been watching how the Great Acceleration is reshaping businesses and leadership. A bureaucratic structure and the command-and-control leadership style slowed down decision-making and innovation. It’s an approach that lets companies be agile instead of reactive.

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CLO Thinking (& Measurement)

Clark Quinn

I attended the CLO Symposium with my ITA colleagues Jay Cross and Jane Hart. And the keynotes that I saw were in synch: Stephen Covey talked about the need for trust and Jon Katzenbach on how to build culture were both excellent, as was Dan Pontefract’s story on making collaboration intrinsic to Telus. Which is not to say there weren’t good topics on tap too: leadership development for agility, bridging the gap between IT and the learning unit, informal learning, etc.

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Build commitment to change through high-involvement change leadership

CLO Magazine

Having a high-involvement leadership strategy is the best way to build people’s commitment to change. Do you trust us to lead this change going forward?”. The post Build commitment to change through high-involvement change leadership appeared first on Chief Learning Officer - CLO Media.

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.

Creating a Culture of Servant Leadership

CLO Magazine

Servant leadership is all about enriching the lives of others, building better organizations and ultimately creating a world that is more caring and equitable. It is specifically good for business to practice servant leadership within your organization. Seven Pillars of Servant Leadership” by James W. Creating a culture of servant leadership requires certain behaviors and actions. Exhibiting compassion builds an environment of trust. Stay agile.

Psychological safety: an overlooked secret to organizational performance

CLO Magazine

Equally vivid are memories of teams where communication did not flow, trust between team members was low, clarity was lacking, people held back in sharing ideas and opinions, and the teams therefore struggled to meet expected deliverables and deadlines.

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. Trust is important within an action learning team.

6 competencies leaders need to develop right now

CLO Magazine

Over this past year, there has been no shortage of content published on the importance of leadership qualities such as resilience, empathy and agility. There’s no team without trust. Agile execution.

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.

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.

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. Leadership used to be about getting results, regardless of the way they were obtained.

Turning crisis into opportunity: Get perspective and lead together

CLO Magazine

This requires a particular approach to leadership. The Center for Creative Leadership defines leadership as a social process that enables people to work together as a cohesive group to produce collective results.

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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.” They are agile and can adjust their approaches and responses based on the situation and needs of others.

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Cohort-based programs can develop leaders at all levels

CLO Magazine

Each of us has facilitated numerous cohort-based leadership development programs in corporate and academic contexts. Cohort-centered leadership development programs require strong support and championing from executives in a company’s C-suite.

3 C-Skills for the C-Suite

CLO Magazine

They’re often a by-product of how business leaders manage and express their priorities and behavior, and promote values like collaboration, continuous learning, risk taking, transparency and trust. The council’s Maureen Metcalf, also founder and CEO for the leadership consulting firm Metcalf & Associates Inc., Homepage Top Story - Left Column Leadership Development collaboration culture leadership skills

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Empower Talent to Become Leaders Who Drive Change

CLO Magazine

Reinforcing the premise that agility is a part of developing the self and others, enabling employees to take risks and being open to pushing out of one’s comfort zone helps cultivate a culture that embraces change. Flexibility and agility are required, along with the openness to creative and innovative solutions. It’s important to keep in mind that one does not have to be in a leadership role to be a leader. Leadership sets the tone for driving change.

Digital Degrees and Flexibility

CLO Magazine

The nature of leadership skills is changing so quickly that a lot of organizations no longer believe traditional education can stay the pace,” said Michael Griffiths, lead for Deloitte’s Learning Consulting Practice in New York. There is a lot of unease about leadership and learning,” Griffiths said. Leadership and the Future of Work. That is causing them to change the way they think about leadership development and what benefits it brings to the organization.

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.

Managing change in the era of digital transformation

CLO Magazine

Complicating the situation further, many in leadership positions are charged with managing teams made up not only of traditional full-time employees, but also contract or “gig” workers with whom leaders may not have long-standing, trusting relationships. How to Boost Leadership Agility.

Team Learning Up With Talent

CLO Magazine

This not only puts pressure on learning leaders to demonstrate value in different and potentially unfamiliar ways but also gives them an opportunity to address critical business needs, said David Jackson, partner in Mercer’s Talent, Leadership and Organizational Performance unit in Baltimore. Conversely, employees who are most loyal to their employers say there is a lot of development available for those who want to take on leadership roles.

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5 strategies to disrupt the corporate learning and development industry

CLO Magazine

This leads to greater team performance, employee engagement, and growth of executive and leadership presence. Engaging the body promotes play, creative thinking, mental agility and a deeper level of presence and increased effectiveness in communication.

Women and Diversity in the Workplace: Do Your Inclusivity Initiatives Measure Up?

CLO Magazine

In a culturally agile workplace, all functions need to play together. To better involve leaders, companies should provide the infrastructure and mechanisms to connect ERGs to a broader leadership-sanctioned touchpoint.” Intersectionality is the key to breaking down barriers, increasing trust and fostering open, honest communication that supports employees from all walks of life. appeared first on Chief Learning Officer - CLO Media.

5A Learning for the digital age

CLO Magazine

Embracing risk: Moving beyond rigid planning and operational barriers with an agile strategic approach. In today’s hyperconnected business climate, such tried and trusted methods of the past have given way to a reimagined talent development strategy, which addresses the problems of speed, scale and spread. This means adopting an agile and lean model: • Do more with less: less time, resources and funding. Have strong, visible support of learning initiatives from leadership. •

The Future of the Corporate University

CLO Magazine

Daniel Gandarilla, vice president and CLO at Texas Health Resources University, said the corporate university is not dead — it’s being redefined. It provides leadership in supporting people and processes to achieve bottom-line success for the organization.” Senior Vice President and CLO at Northwell Health Kathleen Gallo said the term is outdated. We trust our employees to acquire that knowledge by themselves.

If We Had To Do It All Again

CLO Magazine

There’s no specific right way to become a CLO. That’s what makes the CLO role so vibrant. Whatever path you take, there are some key competencies you need to succeed as a CLO. You also need learning agility to immediately apply what you’ve learned, as well as emotional intelligence and interpersonal skills to be self-aware and build important relationships. The plain truth is I needed to be known, trusted and respected.

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Innovation Thoughts

Clark Quinn

As an aside, I’ve written separate articles on L&D innovation recently for both CLO magazine and the Litmos blog so you can check those out, too. And they heard me note that agility and adaptation are premised on informal learning of this sort, and that the opportunity is for L&D to take up the mantle to meed the increasing need. They also picked up on the importance of leadership. that trust is required to devolve responsibility.

Social Learning Cannot be a Bolt-On Strategy

ID Reflections

It's a strategic approach to shaping a business culture, highly dependent upon executive leadership and corporate strategy, including business process design, risk management, leadership development, financial controls and use of business analytics. It requires CEO/CLO intervention and strategic thinking to create an environment where the behaviours that construe social learning can thrive.

Power to the People: Deloitte’s Nick van Dam

CLO Magazine

Deloitte University, which opened in October 2011, is the firm’s $300 million physical campus for leadership development in Texas. “Our business is about trust and teams, and without trust and teams we can’t solve our clients’ problems, so that was the real driver behind it.” “We need to make sure that from a learning organization perspective we are agile, we are nimble and we can provide people with the learning at the time they need it.”

SOCIAL LEARNING CANNOT BE A BOLT-ON STRATEGY

Learnnovators

It’s a strategic approach to shaping a business culture, highly dependent upon executive leadership and corporate strategy, including business process design, risk management, leadership development, financial controls and use of business analytics. It requires CEO / CLO intervention and strategic thinking to create an environment where the behaviours that construe social learning can thrive.

Social Learning Cannot Be A Bolt-On Strategy

Learnnovators

It’s a strategic approach to shaping a business culture, highly dependent upon executive leadership and corporate strategy, including business process design, risk management, leadership development, financial controls and use of business analytics. It requires CEO / CLO intervention and strategic thinking to create an environment where the behaviours that construe social learning can thrive.

Listen: Interface’s Reece Roberson explains why taking risks is part of professional growth

CLO Magazine

” So when you look at that and we used to see it in the CLO sample. So campus activities, student leadership development, and was really excited about the impact that had on me as a student, and the impact that could have on others as we try to help create productive citizens in the world. ” And when I did that, I ended up joined a leadership program with the Home Depot. It was a store leadership program.

Free L&D webinars for April 2018

Limestone Learning

Tuesday, April 3, 2018, 10AM – 11AM PT: 5 Problems with Sharing Training Videos on YouTube You wouldn’t trust YouTube with a video that held your personal credit card information. Wednesday, April 4, 2018, 11AM – 12PM PT: The Down-and-Dirty Realities of Modern Learning: Beyond Buzzwords (free for ATD members) You know the buzz—from “embedded” to “micro” to “agile.” " #rabbit #bunny #no_filter #love #leaf #green " by Navneet Shanu is Public Domain.

Listen: Vulcan’s Tim Mulligan talks about how companies can teach employees to be happier, healthier and more resilient

CLO Magazine

That’s important but also how to stay ahead of it, and the capability to leap forward and be agile and adaptive and be ready for when those disruptions are going to come and how do you come out to that ahead at the end of the day. Her and I were creating various leadership and organizational development programs for the organization, each really specific to the culture of the zoo. Something’s not working at work.