Chief Learning Officer - July 2008 - (Page 25) “Our culture looks to create an environment where leaders must be willing to be questioned, demonstrate vulnerability and not take things personally. In other words, good leaders need to be able to embrace change and overcome failures,” she wrote. “Our leaders also must be able to demonstrate passion, energy, and be ruthlessly disciplined. While discipline, execution and safety are key ingredients to our success, this must be balanced with a thirst for creative ideas and a willingness to challenge the status quo.” An off-the-shelf, straightfrom-the-catalog business school course open to all will not meet the needs of this CEO or others who want to establish their next leadership generation. It is incumbent on corporations and business schools to collaborate and develop and deliver custom executive education programs that develop leaders who will assure the ongoing success of their firms. This means CLOs must clearly articulate need, scope and outcomes, and providers must clearly express their capability, compatibility and commitment. When such open, two-way communication happens, companies can access the rigor of the academy, and business schools can access the relevance of the workplace. Together, they can develop and deliver customized educational experiences for executives that impact immediate business success and long-term business survival. CLO Frank R. Lloyd, Ph.D., is associate dean of executive education for the Cox School of Business at Southern Methodist University. He can be reached at editor@clomedia.com. EDUCATION AS VALUABLE AS YOUR EMPLOYEES. The Strayer University Educational Alliance program. Let Strayer University help you develop your company’s most important asset: your employees. We will evaluate your e-learning and instructor-led corporate training programs to provide comparable college credits to your employees. In addition, we can customize our educational programs to your company’s needs, and provide online reports and a central billing system to better measure the return on your investment. Strayer University is a regionally accredited, nationally recognized university with more than 115 years of experience in helping fulltime employees fit education into their lives, and their career. Strayer University is accredited by the Middle States Commission on Higher Education. To learn more about Strayer University’s educated approach to workforce development, call 571.642.2987 or email ann.berger@strayer.edu. http://www.strayer.edu/
Table of Contents Feed for the Digital Edition of Chief Learning Officer - July 2008 Chief Learning Officer - July 2008 Contents Imperatives Selling Up, Selling Down Strategies Take Five A Customer-Driven Approach to Molding Tomorrow’s Leaders The Home Depot: Accelerated Leadership CLO Profile Birth of a Salesman: Selling Learning to Solve Business Issues Selling Learning’s Potential at Siemens Transform Corporate Learning With a User Network Wiki Training Increases Productivity for RMC Vanguard Mortgage Lessons From the Feds: Mapping Learning to Strategic Initiatives Department of Labor Centralizes Content Synchronous and Asynchronous: What’s in a Name? Coping With Cultural Barriers to E-Learning The Manager’s Responsibility for Employee Learning Case Study Business Intelligence In Conclusion Chief Learning Officer - July 2008 Chief Learning Officer - July 2008 - (Page Intro) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page Cover1) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page Cover2) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 3) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 4) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 5) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 6) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 7) Chief Learning Officer - July 2008 - Contents (Page 8) Chief Learning Officer - July 2008 - Contents (Page 9) Chief Learning Officer - July 2008 - Contents (Page 10) Chief Learning Officer - July 2008 - Contents (Page 11) Chief Learning Officer - July 2008 - Imperatives (Page 12) Chief Learning Officer - July 2008 - Imperatives (Page 13) Chief Learning Officer - July 2008 - Selling Up, Selling Down (Page 14) Chief Learning Officer - July 2008 - Selling Up, Selling Down (Page 15) Chief Learning Officer - July 2008 - Strategies (Page 16) Chief Learning Officer - July 2008 - Strategies (Page 17) Chief Learning Officer - July 2008 - Take Five (Page 18) Chief Learning Officer - July 2008 - Take Five (Page 19) Chief Learning Officer - July 2008 - A Customer-Driven Approach to Molding Tomorrow’s Leaders (Page 20) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 21) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 22) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 23) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 24) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 25) Chief Learning Officer - July 2008 - CLO Profile (Page 26) Chief Learning Officer - July 2008 - CLO Profile (Page 27) Chief Learning Officer - July 2008 - CLO Profile (Page 28) Chief Learning Officer - July 2008 - CLO Profile (Page 29) Chief Learning Officer - July 2008 - Birth of a Salesman: Selling Learning to Solve Business Issues (Page 30) Chief Learning Officer - July 2008 - Birth of a Salesman: Selling Learning to Solve Business Issues (Page 31) Chief Learning Officer - July 2008 - Birth of a Salesman: Selling Learning to Solve Business Issues (Page 32) Chief Learning Officer - July 2008 - Selling Learning’s Potential at Siemens (Page 33) Chief Learning Officer - July 2008 - Transform Corporate Learning With a User Network (Page 34) Chief Learning Officer - July 2008 - Transform Corporate Learning With a User Network (Page 35) Chief Learning Officer - July 2008 - Transform Corporate Learning With a User Network (Page 36) Chief Learning Officer - July 2008 - Wiki Training Increases Productivity for RMC Vanguard Mortgage (Page 37) Chief Learning Officer - July 2008 - Lessons From the Feds: Mapping Learning to Strategic Initiatives (Page 38) Chief Learning Officer - July 2008 - Lessons From the Feds: Mapping Learning to Strategic Initiatives (Page 39) Chief Learning Officer - July 2008 - Department of Labor Centralizes Content (Page 40) Chief Learning Officer - July 2008 - Department of Labor Centralizes Content (Page 41) Chief Learning Officer - July 2008 - Synchronous and Asynchronous: What’s in a Name? (Page 42) Chief Learning Officer - July 2008 - Synchronous and Asynchronous: What’s in a Name? (Page 43) Chief Learning Officer - July 2008 - Synchronous and Asynchronous: What’s in a Name? (Page 44) Chief Learning Officer - July 2008 - Coping With Cultural Barriers to E-Learning (Page 45) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 46) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 47) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 48) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 49) Chief Learning Officer - July 2008 - Case Study (Page 50) Chief Learning Officer - July 2008 - Case Study (Page 51) Chief Learning Officer - July 2008 - Case Study (Page 52) Chief Learning Officer - July 2008 - Case Study (Page 53) Chief Learning Officer - July 2008 - Business Intelligence (Page 54) Chief Learning Officer - July 2008 - Business Intelligence (Page 55) Chief Learning Officer - July 2008 - Business Intelligence (Page 56) Chief Learning Officer - July 2008 - Business Intelligence (Page 57) Chief Learning Officer - July 2008 - In Conclusion (Page 58) Chief Learning Officer - July 2008 - In Conclusion (Page Cover3) Chief Learning Officer - July 2008 - In Conclusion (Page Cover4)
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