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SweetRush Wins Two CLO Learning in Practice Gold Awards

SweetRush

SweetRush wins Gold for Connected Manager, an innovative leadership development program co-created with client-partner Capgemini, that helps Capgeminiā€™s leaders experience connected, collaborative teamwork in a fresh, exciting way. The post SweetRush Wins Two CLO Learning in Practice Gold Awards appeared first on SweetRush.

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Case study: How Lincoln Financial uses employee listening to strengthen their employee experience

CLO Magazine

Kate Feather, senior vice president and head of employee experience and talent development at Lincoln Financial, says they are focused on using employee listening with employee feedback to strengthen their work culture and sense of belonging. ā€œAt And to harness the power of our people, we start with listening.

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Imagining the future of claims adjusting through instructional design

CLO Magazine

Sedgwick, the largest insurance claims management company in the world, has developed a program to build the future bench strength of its property claims leadership ā€” generationNext Management. The teams encouraged leadership to expand the scope of the program to include a series of projects they felt could substantially grow the business.

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Relativityā€™s Dorie Blesoff shares lessons from her career

CLO Magazine

Since then, Iā€™ve held roles in organizational development and strategic HR, which often included creating programs for leadership development or building out corporate learning programs. In my early career in health care, I started to experience the trend of major strategic and culture changes. What attracted you to L&D?

Lesson 72
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Stop talking training and start talking value

CLO Magazine

Thus, role models and mentors will be scant, behaviors will be hard to define precisely and exhaustively, and entrenched culture, current practices, longstanding habits, implicit and explicit policies, as well as existing standard practices, will present formidable obstacles to success. The likelihood of failure is high.

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A Leadership Makeover at Ingersoll Rand

CLO Magazine

A common leadership language, measurable competencies and a heightened level of accountability helped Ingersoll Rand create a high-performance culture that resulted in engaged employees who better satisfy customer needs. To assist, Hawkins turned to Corinne Mason, the company’s director of executive and leadership development.

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The Weather Man

CLO Magazine

John Ogren, chief learning officer of the National Weather Service, believes leadership development should be offered early in everyone’s career. Over the next few years he slowly began to shift the learning culture in the organization, and to push learning beyond technical skills. Heā€™s been moving up the ranks ever since.

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