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Your Learners Have Attitude

CLO Magazine

Learners have a lot of attitude these days. Their choices are changing; their attitudes in the middle of learning experiences are shifting; and their assumptions about the yield of learning time invested are evolving. Your learner’s attitude will grow as the panorama of learning options expand. Allow our own attitudes to shift.

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The art of the pivot

CLO Magazine

This means changing people’s behaviors from execution-focused to experimentation-focused. It starts with setting goals for them and modeling the new behaviors. A judgmental attitude — criticism, scorn and all its unpleasant variations — is the death of experimentation. Cultivate an attitude of open-mindedness and gratitude.

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Hire smart people, train them properly, then get out of their way

CLO Magazine

The right attitude and behavior on this step pave the way for step two. As a leader, when you extend trust first, it creates such goodwill that team members will soon begin emulating your behavior by extending trust and respect to others. This behavior often spreads and ultimately creates a companywide culture of caring.

Trust 102
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Debunking 3 myths about executive coaching

CLO Magazine

A boss may bring in a coach to “fix” an employee perceived to have a bad attitude, whereas the employee’s biggest goal may be to gain more autonomy. Coaching is just about behaviors. However, behaviors are only part — and a much smaller part — of the bigger goal of coaching.

Coaching 106
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The importance of the performance review process for an effective learning ecosystem

CLO Magazine

A company’s culture can stifle its learning ecosystem Company culture is seen through the behaviors and attitudes of individuals within a company, usually influenced by their values and beliefs. This approach establishes the foundation for an effective and sustainable learning ecosystem.

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Translating talent into opportunity

CLO Magazine

Managers are on the front lines of change and managers play a vital role in how participants are supported back at the workplace — as they apply their learnings and their new behaviors. . Expectations of “feminine” behavior in the workplace. Hesitancy of both managers to delegate, and women to accept, high-visibility projects.

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After EI, DI?

CLO Magazine

They have grown up with these skills and behaviors; they are native skills to them. Equally, there are raised expectations of the behaviors and ways of working that businesses support and reward. As with all of our programs, we are taking our “double helix” approach: integrating both technical skills and behavioral insights.

Cognitive 114