Chief Learning OfficerLearning InsightsThe ” ” series is dedicated to showcasing the thoughts and career trajectories of Chief Learning Officers and Learning Executives – the indomitable pioneers who are transforming the landscape of corporate learning and talent development. This Q&A series gathers strategic insights, innovative approaches, and challenges overcome from visionary leaders across the globe.
CLO: What first attracted you to a career in learning and development and how has it evolved over the years?
I have a background in process improvement and process engineering (my undergraduate degree is in engineering) and have coached and facilitated teams to improve their processes and ways of working together. I quickly learned that improvement goes far beyond tools and techniques, and individual and team development is just as important. As I moved within the organization and became an operations executive, I witnessed how leadership skills can make or break a team or organization. Then, in 2001, I was asked to develop a corporate university for a large health system with over 20,000 employees in the Detroit metropolitan area. I served in that role for 10 years.
At that time, I returned to Pepperdine University to earn my PhD in Organizational Change and Leadership. My formal education further shaped my thoughts on the importance of lifelong learning. I then moved to Children's Hospital of Dallas to learn even more about how important good leadership is to ensure patient safety and quality. (I was Vice President of Patient Safety and Quality.) I then started my own boutique leadership development consulting firm serving clients in the healthcare, retail and defense industries. From there, I was recruited by UAB as their Chief Leadership Development Officer with a focus on developing and supporting senior leaders in the School of Medicine and the health system. I worked here for eight years and throughout that time I built a small but powerful team.
We have created and delivered 16 formal leadership programs, as well as organizational development engagements, executive coaching, and designing and delivering over 25 retreats per year. I feel like my career has brought me full circle, leading me to my current roles as Chief Leadership Development Officer and Senior Associate Dean for Leadership Development. In addition to my role as Chief Leadership Development Officer, I teach as an adjunct faculty member in the School of Health Professions in the number one program in Healthcare Management and I also teach at the UAB Quality Academy.
These are both graduate-level programs. One of our most exciting new offerings is working with physicians, nurses, and operations personnel to coach quality improvement leadership teams to work collaboratively to effectively lead the care units that they serve. We call this the High Performing Care Collaborative. Through this program, we've seen improved patient outcomes, increased employee engagement, and reduced caregiver burnout. And we're just beginning that journey.
CLO: As a learning leader, what key initiatives have you implemented to foster employee development and foster a learning culture?
Our programs began at the senior leadership level; however, these programs require participants to develop and support the learning of their direct reports through a significant portion of the learning and many hands-on challenges. This allows us to leverage small teams while driving a learning culture throughout the organization. Specific key initiatives include the High Impact Leadership series (for leadership teams), High Performing Care Collaborate for care team leaders, and Momentum Leaders in Medicine at UAB (a program for senior women leaders as it is a predominantly female organization). Additionally, we have programs for emerging leaders, junior women faculty, mid-career faculty, and soon-to-be medical students.
CLO: What is the most impactful learning program you have implemented at your organization, and how has it contributed to employee development and business success?
This is a tough question. We feel that the whole of what we do is more than the sum of all its parts, especially as our culture evolves. High Performance Care Collaboratives contribute to team learning, which directly translates to improved patient care. We believe we have some innovative approaches to improve organizations. We also contribute to the literature that provides what we have learned to healthcare providers around the world. Our high-impact leadership series has allowed our highest level of leaders to safely come together and learn together. They see it as an investment in themselves. These and our other programs serve as recruitment and retention tools.
CLO: What are some common misconceptions about the L&D function and how do you address them?
I don't think people understand that learning and development professionals usually come from very fundamental experience. Our work is not based solely on theory. It's based on experience and observation and comes from passion. We have an intrinsic motivation to help people realize their incredible potential… sometimes before they even realize it.
CLO: What excites you most about the future of workplace learning, and how are you preparing your organization to adapt to the changing landscape?
I am excited about other ways of learning and the use of AI tools. I am a language learner and find applications like Duolingo to be groundbreaking. The AI part of it allows me to practice the areas I need endlessly. We are promoting AI tools and online learning like LinkedIn Learning to help learners grow more independently.
CLO: What qualities and skills are essential for a successful L&D leader, and how do you cultivate these traits within yourself and your team?
One is to believe in people and see the potential in everyone. My mantra is that people are creative, capable and whole. My job is to remind all learners of this truth. Furthermore, we must be lifelong learners and set this example for our teams and stakeholders. Also, I think curiosity is important because I think it fuels my passion.
CLO: If you could go back in time and coach your younger self, what game-changing advice would you give?
My career path, like many, was pretty circuitous. My advice would be “don't be afraid to jump in and take new opportunities”. I got there eventually, but it may have been better if I had gotten there sooner. Also, don't worry about what other people say or what their advice is (including my own! lol). Do what's right for you.
CLO: What do you think is the biggest challenge currently facing L&D professionals and the industry at large?
As always, it's about confirming and reminding people that L&D is not a luxury. Everyone talks about investing in people and the importance of developing them for the success of the company. But in a recession, it's likely to be one of the first areas to be cut. The second challenge is helping people stay ahead of technology and being comfortable and competent in using that technology.
CLO: We are always interested in showcasing innovative tools and technologies. Tell us about one work or learning technology product or platform that has significantly improved your work or learning process and why do you think it is valuable?
I don't have anything to share at this time, but maybe in the future.
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