Leadership Development

There's one simple way learning executives can bolster the business case for leadership development programs: by using research.

The most important takeaway from the Toyota story - and from many others like it - is that bigger is not always better.

The most successful learning officers know their job is not to facilitate corporate learning. Rather, it is to influence change. Yet there is much more to changing behavior than what happens in the classroom.

There is a strong correlation between courageous leadership and organizational success.

Lawrence Livermore National Laboratory leveraged its LMS to boost retention and cut costs.

Fostering creativity at the executive level

Consistency is the key

Redefining the partnership between strategy and learning

How measuring performance speed can pay off

Over the years, the mantra of learning professionals and their ubiquitous advisors has been: "Get a seat at the table." However, a seat at the table may not be all it's cracked up to be.

To have the greatest impact on learning and the overall success of the business, CLOs must align initiatives with business objectives, gather meaningful metrics and communicate clearly and concisely with boards of executives.

Allison Anderson, manager of learning and development and leader of Intel's learning and development community of practice, talks about Intel's enterprise social networking platform.

A fragmented approach to leadership development is not only ineffective, but also is inconsistent in quality, mismanages resources and lacks necessary senior-level support.

Research indicates that companies that take aggressive competitive steps during periods of crisis have a greater chance of thriving in the future.