Chief Learning Officer- September 2008

Launching This Month How LGBT Friendly Is Your Company? Meaningful Metrics Economic Inclusion: es Supplier Success Strategi awareness. action. .com versity-executive impact. | www.di 20 Years Into the Diversity Game, What Gives? Recruiting Diverse Executives Leverage Differences to Spark Innovation sity? What Color Is Diver GREEN! instruments created by the ﬁrst two phases’ deeply challenging work. The mission, vision, core values and strategy documents produced now become the equivalent of compass and gyroscope for management as it navigates the uncharted waters ahead, a journey that will test its imagination, courage and leadership. 4. Develop a leadership-competency model and improve talent development resources. The above core strategic processes and benchmarks should lead the organization to develop a leadership-competency model, an exceptionally useful directional tool for helping leaders maintain a course toward true north. Management also should utilize the same core strategic processes to reﬁne and add to its array of talent development resources. By using these steps, a strategically informed, EQsavvy leadership team will be able to create the levels of trust, communication, inspiration and meaning that will support and fuel an organization’s transformation and continued growth, individual by individual. Leader-Like Behavior Although true change can’t be taught in a classroom or mechanistically imposed from the top down, it has to begin at the top. To accomplish this, an organization’s leaders need to behave in ways appropriate to their roles at all times. The fact is that employees view their executives, managers and supervisors as role models and measure their leaders’ behavior against an intrinsic, personal set of expectations. If leaders of the enterprise don’t individually and collectively embody their corporate strategy with integrity, transparency and passion, employees almost certainly will become disillusioned and cynical, a death knell for any change initiative. The only realistic way for an organization’s leaders to conduct themselves with such consistency is by regularly consulting the company’s set of orienting devices (the compass, gyroscope and maps discussed earlier). It’s at this point that an organization’s leaders can begin strategically cultivating an enterprise-wide performance culture seeded with change agents, individuals who ﬂourish in the dynamic environment of what is an unfolding, self-supporting and continually evolving social experiment. This is how ordinary companies transform themselves into extraordinary ones. They’re built by large numbers of ordinary people who are genuinely empowered and encouraged to discover their respective muses, ﬁnd their true voices and function at their highest potential levels — individually and collectively. CLO Mark Brenner is chairman of the Global Consulting Partnership. He can be reached at editor@clomedia.com. September 2008 Awareness The industry is at a crossroads. Changing demographics, increasing workforce globalization and the need for rapid innovation have made diversity and inclusion business imperatives. Action No longer is it enough to build awareness of the value of a diverse workforce and advocate for it throughout the organization. It’s time for implementation, moving beyond awareness to action and impact. Impact Diversity Executive magazine will answer the concerns facing today’s leaders with proven strategies and leading-edge research on creating an inclusive culture and leveraging diversity for organizational gain. w w w.Diversity-Executive.com Diversity Executive is brought to you by MediaTec Publishing Inc., the award-winning publisher of Chief Learning Officer and Talent Management magazines and acknowledged leader in the corporate learning and talent management industries. http://diversity-executive.com http://www.Diversity-Executive.com

Table of Contents Feed for the Digital Edition of Chief Learning Officer- September 2008

Chief Learning Officer Editor’s Letter Contents Connections Imperatives Selling Up, Selling Down Strategies Take Five Lifestyle Learning: Improve the Bottom Line With Behavioral Education Tracom’s Social Style Model CLO Profile IOL: Determining the Impact of Learning Communicating With the Boss About Impact Mission Accomplished? Measuring Success of Corporate Universities Borrowing Measurement Practices From Investors Value Creation With Human Capital Investment Business Impact Analysis at Chrysler Learning or Performance Enhancement: Which Is It? Best Practices in Global Project Management Training Case Study Business Intelligence Advertisers’ Index Editorial Resources In Conclusion

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