Securing manager commitment to learning can be challenging, especially in uncertain times. However, gaining buy-in and delivering effective manager learning is a critical step in ensuring peak organizational performance.
Because of their shared experiences, peers can learn from each other in a way they can’t from anyone else. This makes peer-to-peer learning in mentoring networks essential.
One of the most critical questions facing learning leaders today is: How do we develop workers for jobs where the knowledge, competencies and relationships needed change almost constantly? Leaders know that the typical approaches to learning must shift in order to keep pace with the demands of a new work environment. The focus today needs to be on accelerating the rate at which employees gain competency.
Senior leaders from large, dispersed organizations say they need a more connection-based learning model that allows people to:
Effective social learning requires a culture of experimentation.
As recently as a year ago, I viewed informal learning, social media and mobile learning as buzz terms. My reaction was summed up perfectly by my Alaskan fishing guide — “all hat, no cattle.” Translated from the Katmai Wilderness of Alaska to today’s organizations, it means “lots of show but no substance.”
I was especially skeptical of a recent CLO Breakfast Club audience poll of who in the audience was on Facebook and for how long. I confess I am still not on Facebook even in the face of considerable pressure from my sisters in Florida to become their friend. Hell, I’m already their friend and have been since their birth years ago.
Although job satisfaction remains low, many employees remain unlikely to seek a new job and are looking for internal career development opportunities instead.
In Hollywood, there’s an old truism that says the surefire way to draw a crowd for a show is to give the people what they want. With the majority of employees dissatisfied with their jobs, it’s advice that CLOs would do well to heed.
According to a recent survey of 3,400 professionals in 29 countries conducted by management consultancy Accenture, fewer than half (43 percent of women and 42 percent of men) are satisfied with their current jobs. That finding isn’t a surprise given the lingering effects of a deep recession.
As global business grows more complex, corporate leaders need to have a wider skill set and global experience to succeed. Experiential learning programs work best, but only when paired with the foundation of the classroom.
Executive leadership demands have evolved. Growth in the global business environment has prompted many organizations to reinvent themselves to meet the enlarged scale and scope. This places a spotlight on how leaders are developed. The modern leadership profile requires a complex yet malleable skill set.
Convention says one is better at listening, while the other is more attuned to courting strong business relationships. How can CLOs recognize and develop the two?
A quick look at the mainstream business press these days will yield plenty of evidence of what’s become a popular debate: which personality type makes for better leaders — introverts or extroverts?
Some would suggest that the answer is easy. Because of the front-facing culture of global business, which demands that leaders pair their intellect and expertise with the ability to deliver a visible and lively external brand, it appears as if the extrovert has a clear advantage.