Join us at the CLO Breakfast Club where we’ll be discussing the trends, technologies and practices transforming employee development into an even more powerful force for sustained success.
Developed and driven by the editors of Chief Learning Officer, the CLO Symposium is where learning, training and development professionals come together to learn from each other. By connecting with people and teams who have faced similar challenges and goals, you can learn practical applications that will help you and your team achieve the results your organization expects. This conference isn’t just for CLOs, though. Get the most out of the experience by bringing your team so you can all learn together. The Symposium is held in the spring and fall in different locations each year, so if one event doesn’t work for your learning department, consider attending the other. We look forward to seeing you there!
Coming off of the highly successful launch of strategic leadership initiatives in 2015 and 2016, the National Basketball Association’s learning and development team entered 2017 flying high and anticipating that the most rigorous design work was, at least for a time, behind them. Spoiler alert: It was not. While the more tactical, day-to-day leadership development programming was not “broke,” it became clear that the new standards of practice could no longer be met by undertaking a simple refresh. In other words: If it ain’t broke, break it. By applying the lessons learned in the course of designing more advanced and targeted leadership offerings to ground-level transitional programs, they were able to accelerate the development of a new suite of progressive leadership development products that supported the development of people managers companywide and yielded tangible gains in employee engagement across a wide range of manager-specific measures by mid-2018. In this session, Mike Kennedy, the NBA’s learning and development leader, will discuss some of the team’s learnings, such as:
• Culture trumps competencies: You cannot teach that which is not reinforced.
• Building one transitional leadership development at a time is a fool’s errand. Commit to concurrent development, or don’t bother.
• Don’t assume that senior leaders are “above” discussing leadership basics. There is a significant body of leadership content that is level-agnostic — in many cases, facilitation tactics should vary across levels, but the subject matter itself should be relevant across seniority levels.
In most organizations, the leaders are the ones that hold the power. Their leadership style resembles one of a traditional hierarchy, where the leaders sit on a pedestal while making commands, have the control, and demand certain outcomes from their employees. Servant leaders are disrupting this traditional style of leading by putting the employees first, and research is finding that this disruption of the leadership status quo has many benefits.
Join Libby Powers from BizLibrary, as she explains the positive outcomes of leading from last. Adopting a servant leadership mindset will not only improve the leadership skills of the person who leads, but the whole organization will flourish with improvements in common business challenges like employee engagement and retention.
In this webinar, you’ll learn:
– The qualities of a servant leader
– How to transform command-control leadership into a serve-first mindset
– Why companies need more servant leaders
Time spent learning is a common metric for measuring knowledge gained and learning ROI. However, this metric assumes learning and working are mutually exclusive, and an employee cannot learn and produce at the same time. Yet, in reality, employees often learn in short bursts in concert with their workflows.
In this webcast, you’ll learn about:
• Define and provide the science behind performance adjacent learning behavior
• Explore how performance adjacent learning tools enable this valuable way of learning
• Discuss ways to measure the efficacy of performance adjacent learning activity
A recent Bersin survey pointed out that just 28 percent of organizations have “good” or “very good” levels of proficiency in basic data literacy skills. And that makes sense, because it often feels like you need a statistics degree to understand HR analytics. But the truth is, you don’t need a degree. You just need to know what to look for and how to turn that into meaningful conclusions.
This webcast will help you understand the connection between data and learning, including important learning analytics to look for and how to draw insights from data sets.
The role of the chief learning officer is changing. Since its noted inception in the 1990s, the role of the CLO has focused on leading and formulating the learning strategy, learning management, and employee training and development within an organization. As the highest-ranking corporate officer responsible for learning management, the primary focus of our work is directed toward internal employee training and development. Our boundaries have centered on driving change and improving organizational performance within the confines of the organization. As we approach more than 30 years of service, maybe it’s time to rethink our role.
There are three key shifts to consider. First, a shift from an employee mindset to a learner mindset. This shift is related to how we view people. The terms employee, human resource and human capital are all terms that identify the value of people based on the work that they perform. These terms anchor people in current skills and daily performance. Learner, by definition, is a state of ongoing change, growth and limitless capability. Shifting to a learner mindset would help reposition people, our organizations and the work that we do. Redefining people as learners broadens expectations, point-sets the organization for change and innovation, and redefines the employment relationship. In the same manner that the definition of learning and its scope has evolved and continues to evolve, so should the role of the chief learning officer.
The second shift is a shift from designing for learning outcomes to designing for learning impact. This shift is related to our value. Our interventions and solutions should result in an impact, not just a session outcome. The terminal learning objectives that are traditionally included in every training session state the expected learning outcomes. They do not address, indicate or even propose the expected or anticipated learning impact for the learner or organization. Our inability to demonstrate organizational impact has been an ongoing issue. It results in a devaluation of learning and development’s value proposition. Learning impact occurs and may be evaluated on three levels: micro-impact, or the impact on the learner; macro-impact, or the impact on the organization; and mega-impact, the societal impact. Facilitating change through all three levels of impact will help to improve organizational outcomes and validate our seat at the C-suite table.
Finally, as we look to the future and continue to embrace change, maybe we should rethink our boundaries. We should consider expanding learning, development and growth experiences beyond our organizational walls into other organizations to intentionally include mega-impact options. Instead of focusing on employee training and development as a singular function of the CLO role, maybe it’s time to rethink, reconsider and redirect our focus to learning and learning impact on a larger scale. So many things have changed over the past 30 years, and so should we.
“When I heard about this particular program, there was only one answer. It was a definite,” said Mike Dutter, RVP of Enterprise Sales for U.S. Central/West at Oracle, about a new mentorship program for veterans. Dutter serves as a mentor in the program, established through a partnership between Military Veteran Partners and B2B sales training company Empire Selling. The program matches experienced business leaders with military veterans and entrepreneurs committed to veteran hiring.
The jobless rate for all veterans dropped to 3.9 percent in 2019, the lowest it has been since 2001, according to a Bureau of Labor Statistics Report. But a report conducted by Phillip Carter and Cathy Barrera shows that veterans tend to leave their first jobs out of the service faster than non-veterans, indicating that they take the first job available rather than the “best fit” role. Military Veteran Partners aims to help by supporting veteran businesses and employment opportunities.
“We formed MVP with two objectives,” said Steve Cloetingh, MVP’s CEO. “First, to promote veteran entrepreneurship, but also to address the veteran unemployment and underemployment situation.”
While veterans may have developed strong leadership skills during their time in the military service, many of the soft skills they have acquired do not transfer easily into the civilian workforce, Cloetingh said.
“There’s a gap that we see from veterans coming out of the service and into civilian life,” Cloetingh said. “They are all heroes, and they are leaders. They can work in constrained environments with constrained resources and have terrific camaraderie, but there still is a gap in the skill set between military and civilian, and one of the things we do is help to fill that gap.”
MVP helps combat these challenges in four primary ways: First, by lending capital and investing in entrepreneurs looking to start or grow businesses committed to veteran values or hires. Second, by providing all kinds of training needed to enter the workforce. Third, by providing mentors and working alongside veteran entrepreneurs to help the growth of their careers and companies. Last, they establish relationships with large companies to drive revenue into their veteran partners’ territories, Cloetingh said.
Empire Selling CEO Dan Swift knew there was an opportunity to leverage his network of business leaders and professionals to pair with veterans and their family members to help them succeed in their businesses.
“(We) help them do a couple of things,” Swift said. “One, we provide them with some of those raw skills and coaching opportunities from a sales and marketing perspective. But also, to be paired with a professional, who has experienced the ups and downs of a sales career, they have someone who gets it and is there for them.”
The program is a simple mentorship program where a business professional or leader meets with their veteran mentee, and they walk through any challenges or questions the mentees may have. Because the mentors will have the situational knowledge of sales, they can provide coaching, advice or just lend an ear on a monthly basis.
There is also a rewarding aspect of the program for many business leaders who want to give back to those who have served and fought for this country.
“You’re talking about the military family that voluntarily said, you know what, you guys stay home and go to a kid’s soccer game and all that; we’re going to put ourselves in harm’s way to make sure you’re all ok,” Dutter said. “We don’t get many chances to really thank these veterans or to contribute to their lives when they come back from the service and engage in the next play. This is an opportunity to do that, even in a small way. It was something I had to be a part of.”
Dutter’s mentee, Tim Colomer, is president at JDog United, a junk removal and hauling company, and a U.S. Marine Corps veteran who was in the service for 14 years. His first job in corporate America was at Halliburton Energy Services as the director of explosives, but the company had a downturn in the energy services and energy markets. Colomer then saw an opportunity to invest in a franchise and found JDog, which is owned exclusively by veterans and military family members.
“I’ve never had an opportunity to grow or build a company before this, and I knew it was going to be new to me,” Colomer said. “I’ve never sold anything in my entire life, and this was a mentorship that put me in the world of sales and some business strategy, so it was a no-brainer. I know what I don’t know, or I can at least identify it. Getting to work with somebody like Mike to identify my weaknesses in areas that require some business sophistication and have layers of complexity has really helped me spring forward.”
As of now, Swift and Cloetingh have more mentor volunteers than mentees, an indication of how many people want to be a part of the program. Business leaders and professionals focused on entrepreneurship and sales who want to participate in the program can sign up for a mentorship position through Empire Selling’s Volunteer Program.
“I do think it’s very fulfilling,” Cloetingh said. “If you think about MVP and our mission, we do it for a lot of different reasons — for those that Dan indicated but also personal reasons. I do it because my father was in World War II, and I do this to honor him.”