Chief Learning Officer - October 2008 - (Page 22)

GET MAXIMUM COLLEGE CREDITS FOR YOUR CORPORATE TRAINING. in knowing that they did it themselves. It’s a happy monument to teamwork by a group of motivated people. Engaged People Don’t Care Which Team They’re On Amazing things happen when ordinary people are aligned. They create extraordinary results. But how can we get people who don’t have a title such as CMO or CEO or belong to a group of high-potential employees to feel as much responsibility, authority and excitement as the leaders do? If people feel truly engaged in their work and their leaders know how to give them what they need, it’s really quite simple. For people to truly be engaged in the success of their companies, they need four things: to be part of something big, to feel like they belong, to believe they are on a meaningful journey and to see how they contribute to make a difference. Let’s focus on the third need: People want to go on a meaningful journey. Let’s face it. We all want to be on some kind of adventure that matters. There’s a feeling of adventure, excitement, pioneering and discovery. It’s more than attractive; it’s the part of the human spirit that suggests we can be more, that we are more. We all want to create something that doesn’t exist right now. Nobody wants to sum up a lifetime by saying, “I did one hell of a job maintaining what was already there.” What’s important is, “Here’s what it was like when I arrived, and here’s how I made it better!” Our journey is both a challenge and an opportunity that compels us to take risks and makes overcoming the barriers worth the effort. In simple terms, a strategy is an adventure. It creates incredible energy and a formidable challenge, and it unites people in the pursuit of outstanding achievement. This sense of adventure is a far cry from the jargonized rhetoric frequently heard in the strategy presentations that have become a mainstay in many organizations. Time after time, people we’ve worked with don’t know the score of The Strayer University Educational Alliance program. Strayer University wants you and your employees to get the most from an educational investment. That’s why we evaluate your corporate e-learning library and instructor-led training programs to grant the maximum number of comparable college credits. We also grant credits for work/life experience, and maximize transfer credits. Your employees can take online or on-campus classes, which helps make our program the most efficient and convenient path to earning a degree. Strayer University is a regionally accredited, nationally recognized university with more than 115 years of experience in helping fulltime employees fit education into their life, 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.

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

Chief Learning Officer - October 2008 Editor’s Letter Connections Business Impact Best Practices Effectiveness Guest Editorial How Fast Is Your ‘B’ Team? Hampton Hotels CLO Profile Save the World, Make a Buck: Seven Ideas From the Nonprofit Sector Developing Leaders at Amnesty International Learning Measurements: It’s Time to Align Aligning Measurement to Business Success Training Employees With Special Needs How to Reach Disabled Learners Hands Off: Facilitating Informal Learning Who Owns Informal Learning? Case Study Business Intelligence Advertisers’ Index Editorial Resources In Conclusion

Chief Learning Officer - October 2008

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