Being a learning leader today is not easy. Learning strategies must be aligned to business goals. Critical decisions need to be made with incomplete information. And impactful learning solutions need to be developed, launched and measured. It feels like chief learning officers and talent executives may need super powers. In this webcast, learn how you can prepare to become a chief learning officer of the future. You’ll be able to: • Recognize the super hero competencies of today’s CLOs. • Explore the critical decisions that CLOs are required to make. • Evaluate appropriate alternatives for developing, launching and measuring your learning solutions. • Gain tips on leveraging a powerful network. • Review an exciting approach to preparing for the CLO role.

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Frequently
Asked
Ques0ons

6. KEVIN D. WILDE
Executive Leadership
Fellow, Carlson School
of Business, University
of Minnesota
DIANA THOMAS
Executive Coach and
Advisor, MBA, Certified
ICF & Marshall Goldsmith
GERRY HUDSON-MARTIN
Director, Corporate Learning
Strategies, Business Architects
Speakers

7. Demonstrating CLO Leadership
KEVIN D. WILDE
Executive Leadership Fellow, Carlson School of
Business, University of Minnesota
Former Vice president, Organizational Effectiveness and
Chief Learning Officer, General Mills Inc.

8. TO ACCELERATE:
CONTENT – Engage in Comprehensive View of CLO"
CONNECTION – Actively expand your network"
CONTEMPLATION – Utilize pause and reflect moments"
COMMITMENT – Establish a personal plan

9. WHAT IS YOUR ROLE?"
A) Learning and development manager"
"
B) Learning and development director"
"
C) HR or learning and development officer"
"
D) Individual contributor"
"
E) External vendor"
"
D) Other

10. THE CLO CHALLENGE
• Why would CEOs
want an L&D
function?
• Why would they
appoint a CLO "
to run it?

11. WHY WOULD ORGANIZATIONS
HAVE L&D?
"
A) Attract talent"
"
B) Retain talent"
"
C) Develop new skills and
capability"
"
D) Develop leaders"
"
E) Other?

12. WHY WOULD AN ORGANIZATION APPOINT
A CHIEF LEARNING OFFICER?
"
A) Drive enterprise wide learning and
development strategy
"
"
B) Executive leadership development
"
"
C) Senior level influence and credibility
"
"
D) Executive level interaction and
execution
"
"
E) Other?

13. CLO CRITICAL COMPETENCIES?

14. The CLO Profile
Self
• Have a high basic intelligence, both IQ and EQ.
• Deep business acumen – organization’s business model, priorities, "
drivers and culture
• Know how to set up an learning architecture and enterprise strategy.
• Have strong interpersonal and influence skills. Able to build strong
relationships and alliances. Able to persuade, negotiate and bargain
• Be able to leverage learning technology with an understanding of "
learning needs.
* Modified from “On Being a CLO” by Warren Wilhelm

15. The Emerging Practice of Talent
Management and CLO Partnership

16. TM and CLO "
Partnership "
Opportunities:
• Strategic planning – translating business strategy to talent
management + L&D strategies
• Focused L&D on target talent pipeline and/or individuals
• Measurement: capabilities, tracking development, results
• Competencies and training – recruitment specifications
and recruitment promotion.

17. FORGING EXEC PARTNERSHIPS?

18. Individual Exercise: Stakeholders
• Individually list your stakeholders and their
potential role in strategy formation and support
• Describe how you are using them for developing
your strategy and how it can be strengthened
Stakeholder
Role
/
Contribu0on
Current
Rela0onship
and
Degree
of
Support
Ideas
to
Strengthen

19. Making Strategic Decisions
DIANA THOMAS
• Executive Coach and Advisor, MBA, Certified
ICF & Marshall Goldsmith
• Former Vice President, U.S. Training, "
Learning & Development McDonald’s
Corporation

20. What does it take to be strategic?

21.
CLO Key Decisions
1. How will you develop your learning
strategy?
2. Who are your primary learners, and
how will you deliver learning effectively?
3. How should L&D be organized?
4. How do you staff the L&D function?

22. CLO Key Decisions
5. What is the right level and source of
learning investment?
6. How do you effectively use oversight or
governance?
7. Where are the best sources for new ideas,
trends and benchmarks to aid you in
understanding the future and making these
decisions?

23. WHAT LEVEL OF GOVERNANCE DO YOU
HAVE FOR YOUR LEARNING
ORGANIZATION?
A) None, we accept work that makes
the most sense for us to do.
B) We work with different stakeholders
to determine the appropriate projects
to work on for their groups.
C) We have advisory groups that help
us determine where to focus our
energy and to to review deliverables.
D) We have regular meetings and
reporting to a formal corporate wide
governance group that confirms the
priorities and budgets of our work

24. Why Governance?
• Make better decisions
• Enable access to the right people and resources
• Get honest feedback
• Increase credibility
• Gain advocates for rollouts
• “Got your back” during challenges

25. Decisions When Setting "
Up Governance
Decisions
Questions to Answer
Decision-making or advisory
• If decision-making, how will decisions be made?
Responsibilities and scope
• How often will they meet?
• What will be on the agenda?
• Where will it meet?
Who to have on the board
• How many do you need?
• Who do you need?
• How long should they serve?
• What about external members?
Smaller learning councils, or individual
division or program boards, in
addition to the enterprise level board -
which would you benefit from having?
• How complex is the organization "
(size, scale, politics)?
• Should there be a learning leaders forum?
• Should there be a learning/talent "
professional community?

26.
Sources for
Benchmarking
• Chief
Learning
Officer
• Associa2on
for
Talent
Development
(ATD)
• Society
for
Human
Resource
Management
(SHRM)
• Training
Magazine
• Bersin
by
DeloiEe

27. Sources for Benchmarking
• The Conference Board
• Other professional groups
• Participate in professional rankings and award programs (CLO
Magazine, Training Magazine, ATD, etc.)
• LinkedIn
• Your own network!

28. Managing The Learning Lifecycle
GERRY HUDSON-MARTIN
Director, Corporate Learning Strategies,
Business Architects
Former Vice President, Training and Development,
Marriott International

29. Building a Learning Program

30. Directing Several Programs

32. WHAT PROJECT MANAGEMENT
DISCIPLINE DO YOU USE FOR
LEARNING PROJECTS?
A) We use mostly ad-hoc
approaches
B) We use the ADDIE model along
with some prototyping, but have not
used Agile
C) Our IT or other parts of the
organization uses Agile
methodologies and we are
experimenting with Agile
D) We have already used Agile
methods where appropriate

33. Agile
Method
Develop!
Test!Plan!
Design!
Sprints!
Deliver!
Deliver!
Deliver!
Develop!
Test!Plan!
Design!
Develop!
Test!Plan!
Design!

34. Program Management
Project! Sponsor! Budget! End
Date! Next
Step! Key
Risk! Status!
A.
Turnover
reduc2on
SVP
HR
Dr.
Ace
Lisa
150K
9/18
Engagement
survey
Acquisi2on
Uncertainty
Green
B.
Cer2fica2on
compliance
Head
of
Nursing
Gerry
Earnest,
RN
525K
3/18
Select
vendor
Excessive
2me
off
job
Green
C.
Succession
plan
EVP
HR
Dr.
Kevin
Mills
65K
12/17
Sr.
Staff
reviews
Time
from
senior
staff
Red
D.
Hospital
infec2ons
Medical
Director
Dr.
Diana
Redcell
375K
3/18
Data
analysis
Doctor
resistance
Green
E.
EMR
Training
COO,
delegated
to
learning
Ed
U.
Cator,
RN
850K
3/18
Design
Legacy
system
integra2on
Green
F.
Support
New
Acquisi2on
CEO
Dr.
Jus2n
Time
600K
6/18
OD
analysis
Culture
variance
Yellow

35. WHAT PROJECT SHOULD YOU
MAKE YOUR TOP PRIORITY?
A) Turnover reduction
B) Certification compliance
C) Succession plan
D) Hospital infections
E) EMR training

36. Current State "
Assessment
• A data-driven assessment of learning and
development practices across the organization to:
– Determine the current state
– Drive a plan and recommendations to transform
L&D to align with the organization’s performance
goals
– Provide a measurable results

37. Determining "
Your Baseline
• What are we doing?
– Why?
– Products and services?
– Customers? Locations? Volumes?
• How much are we spending and where is it going?
– How are we funded?

38. • How are we developing (or sourcing) and delivering?
• What are the competencies of my staff and are there
critical gaps?
• How are we working with vendors?
• How are we measuring success?
Determining "
Your Baseline

39. • What is our reputation with stakeholders?
• How are we supporting performance management
and associate engagement?
Determining "
Your Baseline

40. Technology – "
Impact on Learners
• Continuous learning
• On-demand
• In short bursts
• They don’t want to take a course to “study” the
problem.
• They don’t want to take a test – just apply it.

41. • They don’t need to remember the content, just re-
find it.
• Learning is often serendipitous, not planned.
• It is autonomous – this is probably the KEY feature
of learning on the Web.
– People are in control of what they do, the relationships
they build, and how much time they spend on any activity,
based on what value it gives them.
• This approach is very different from the traditional L&D approach.
Technology – "
Impact on Learners

42. Simulation"
CEO Interview
JUSTIN LOMBARDO
Senior Advisor, Talent Management,
Archdiocese of Chicago
Former Chief Learning Officer
Baptist Health

43. Q & A

44. Place
Accelerator
ad
here.
Sept 30th – Oct 1st, 2017
Huntingdon Beach CA

45. #CLOwebinar
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Leadership Transition Coaching: A
Strategy to Foster a Positive
Workplace Culture
Wednesday, July 26, 2017
Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
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