Chief Learning Officer - November 2007 - (Page 4)

editor’s letter Gratitude Adjustment In his new book, “Remarkable Leadership,” business consultant Kevin Eikenberry describes what he sees as the skill set that is at the heart of being a remarkable leader in today’s challenging workplace. “Learning continually” and “championing change” are the No. 1 and No. 2 competencies, respectively, at the top of his list. I’m sure that comes as no surprise to anyone in the workforce development industry. The dynamics of the workplace and the workforce are both rapidly changing, transforming how organizations capture and share valuable knowledge capital with their employees, partners and customers. To lead organizations in this setting requires remarkable strengths indeed, such as continuous development and change management. But Eikenberry takes a slightly different direction with the next two skills in his collection of competencies for becoming an outstanding leader: communicating powerfully and building relationships I was expecting “harder” attributes such as financial acuity or strategic thinking. But after thinking about it for a minute or two, I came to agree with his assertions. I think everyone recognizes that we often get so caught up in the strategic maneuverings and tactical deployments of doing business that some of the “softer” skills get left in the dust. Rather than communicating powerfully, we simply flex our authoritative muscles and communicate at the top of our lungs. And instead of building relationships, we build convenient alliances — houses of cards that serve our purposes for the moment but have no firm, enduring foundation. They’re not built to last and usually don’t withstand the first wind of change or challenge from the competition. As a consultant and an expert in converting organizational, team and individual potential into desired results, Eikenberry has seen leadership transformation many times. He insists that as we become better leaders, we become better people and treat others accordingly. Ultimately, the effort leads to mutual understanding and mutually beneficial relationships. One catalyst he’s seen for this transformation is the power of gratitude. According to a post on his blog, anyone can model the behavior of a great leader by showing gratitude freely and genuinely. His only caveat: The attitude is as important as the action. Showing gratitude in a business or professional setting can be very valuable, but you must do it with an authentic spirit. Use it as a technique or ploy, and you risk being seen as insincere or manipulative. With Thanksgiving approaching, it seems like a logical time to reflect on the subject and its implications for enterprise learning leaders. In addition to driving the direction of workforce education and development in the organization, learning leaders also play a major role in shaping the culture. Is demonstrating an attitude of gratitude part of your organization’s culture? It should be. The most significant reason to show gratitude isn’t that it’s the polite or right thing to do (although it is). It isn’t, as Eikenberry maintains, “even because of how good and important it makes others feel, although it does.” The most wonderful part is that showing gratitude delivers a huge payback to the one who’s giving the thanks. That’s the paradox — gratitude is rewarding. Done with the right spirit and attitude, showing all this gratitude is good business. It’s also motivating and personally rewarding. So, start today. By the time Thanksgiving rolls around, you just might have a lot more to feel thankful for: a more engaged and motivated learning team, a culture that truly values workplace learning and development, vendors that go above and beyond to help solve problems or meet new needs, learners who are excited and enthusiastic about their opportunities to grow professionally and the chance to be a remarkable leader. Now, let me be the first to model this positive behavior. I am exceedingly grateful for the CLO community. Since we first published Chief Learning Officer magazine five short years ago, I’ve made many great friends whom I treasure. I’ve learned far too much to measure, and I have been motivated every day to further the cause of workforce development. It doesn’t get any better than that. So, thanks to each and every one of you. Happy Thanksgiving. November 2007 I www.clomedia.com I Chief Learning Officer 4 Norm Kamikow Editor in Chief norm@clomedia.com http://www.clomedia.com

Table of Contents Feed for the Digital Edition of Chief Learning Officer - November 2007

Chief Learning Officer - November 2007 Editor's Letter Table of Contents Imperatives Selling Up, Selling Down Strategies Take Five Rediscovering the Essence of Learning Cornell University Maintains Productivity While Pursuing Higher Education CLO Profile How Loyalty and Employee Engagement Add Up to Corporate Profits A Strategic Foundation The Evolution of the LMS Ariba: Growing Sales Skills in Conjunction with LMS Technology Leveraging Change to Build Productivity Equinox Fitness: Leveraging Change to Build Productivity Tangibles or Intangibles: Where’s Your Value? Raising the Stakes: The Strategic Role of the CLO Case Study Business Intelligence Case Study Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - November 2007

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