The future of the Chief Learning Officer

“An investment in knowledge always pays the best interest.”―Benjamin Franklin

The role of Chief Learning Officer (CLO) has been around for several years. CLOs are responsible for driving the strategic direction of an organization’s learning. In the past, some have mistaken the role of a CLO to simply be populating the Learning Management System, but things are changing quickly and the role of CLO is now expected to rapidly adapt.

According to

Deloitte’s 2016 Global Human Capital Trends Report

,

“CLOs should become part of the entire employee experience, delivering learning solutions that inspire people to reinvent themselves, develop deep skills, and contribute to the learning of others

.” This change is being driven by several factors, and each one is shaping the role of the CLO in the future.

The future is coming quickly

It might sound obvious, but learning strategy has to reflect the business’ objectives. In the past, learning has sat to one side and focused in on specific technical knowledge or skills, but that’s no longer enough. The CLO needs to understand how the learning agenda fits into their company, the industry and what their competitors are doing. This is because the learning must not only support the business today but into the future.

While CLO’s don’t have crystal balls, they now need to keep an eye on future trends and ensure that their business has the capability and capacity to adapt quickly when required. Disruption is no longer something that happens to other businesses, it’s a real threat for every business so the CLO has to ensure that the business is prepared to weather any storm that may come their way.

Change is the new normal

In the past, learning programs could take weeks to create and be rolled out over the course of months or even years. This approach no longer works, what you learn today could change or be updated next month. This has dramatic implications for the learning agenda.

Learning programs now need to adapt and be flexible enough to accommodate continuous change. This creates challenges both for those who create learning programs and all for the people who are receiving the learning. Not only does information need to be added, changed and updated regularly, but it also needs to be easy to digest.

Learning is a continuous process, and that can’t be taught in workshops or meetings twice a year. Learning programs need to be fluid and integrated into business as usual. This means that managers and those close to the end users need to be integrated into the learning process.

The closer to a topic you are, the quicker you are able to adapt to any change to it. Things like learning agendas that enable managers to give structured and continuous coaching to their team are part of this change. Just in time training is another development that is gaining speed as it allows employees to stay on top of things as and when they need to know them.

Another thing that’s impacting this is the way work is changing as well. More workers operate remotely, work virtually and have flexible hours. This adds a new layer of complexity to how learning programs are rolled out, accessed and reinforced.

New generations are entering the workforce and older ones are leaving

By 2025, 75% of the US workforce

will be millennials, but presently they share their workplaces with Baby Boomers and Generation X. Managing multi-generational workforces has also made the role of the CLO more challenging. Each generation has different learning preferences – millennials are connected to their mobile phone while many baby boomers prefer face to face communication.

When it comes to developing learning strategies, the preferences and needs of each generation need to be taken into account. If all employees are not engaged then some will be left behind when it comes to development.

CLOs need to look at not only the content of learning programs but also how it is delivered. Some things to consider include social networks, mobile enablement and the way content is structured. For example, millennials have a preference for microlearning, which is a big shift from traditional instructional led training.

The changing dynamics within the workplace is also raising new issues. As Baby Boomers prepare to leave the workforce, along with them goes decades of experience and knowledge. Some would also prefer to remain connected to their workforce, raising the possibility of new learning opportunities like mentoring.

All of these factors need to be included in the learning agenda and prioritized by the CLO in a way that engages all employees and meets business objectives.

Every business function needs to justify their position

In the past, learning has been measured by the number of people who have completed courses but this doesn’t demonstrate the value that the learning programs have added to the organization. As organizations become leaner and more agile, every executive and each function needs show how they contribute to the achieving the business goals. This forms the basis of a business case when competing for resources. To do this CLOs need robust reporting and tracking.

Analysis should show how the learning programs have changed the way people work, made them more productive or improved their revenue earning capability. This must then also dovetail into the broader business objectives. Is the learning program a competitive differentiator in the recruitment marketplace? Does it help the business retain employees? Does the learning have a positive impact on engagement?

Retaining and engaging employees is becoming harder

Learning has traditionally been a one size fits all approach, but in order to retain employees and keep them engaged organizations need to focus in on the individual needs of their employees. Learning programs need to be flexible enough to allow individuals to develop on their own journey. By giving individuals the ability to take some responsibility for their own development and have a say in what capabilities they develop, organizations can improve engagement and build capable workforces.

This means providing learning opportunities outside the classroom. Rather than focusing on role-specific learning and build capabilities. Capabilities extend beyond technical skills and can include understanding, empathy, stakeholder management, and networking. Empower employees to learn at their own pace and to be in charge of their own destiny.

Underpinning all of these developments is the need for technology that supports the changing world of learning. Learning tools that are able to be customized and can adapt to different needs, yet still provide enough structure to support managers and leaders to have consistency in the organization. Technology can’t be an afterthought, it needs to fit in with how people work today and how they will work in the future.

The role of the CLO is certainly changing. With each and every day it becomes more challenging and complex, but it brings so many opportunities to innovate and think differently about how people learn. It’s an exciting time to be a leader in corporate learning.

Are you an Ultimate Sales Leader yet?

As a sales manager, you have a big impact on the success of each member of your team, and your team knows it.

Research has shown that 69% of salespeople who exceed quota rate their sales manager as ‘excellent’ or ‘above average’. While it’s great to be recognized, ultimate sales leaders don’t do it for the glory, they live to inspire their team to achieve greatness and know how to push all the right buttons to help them succeed.

While most good sales leaders have high-achieving teams, they have a lot more in common. Here are some of the sales leader traits that make the difference between being good and being an ultimate sales leader.

Lead for the long-term

No sales team is successful based on one deal. A good sales team requires a long-term and strategic approach and it’s up to their sales leader to provide the big picture. Great sales leaders develop a sales playbook with vision and makes sure there team follows it to achieve their end goal. The playbook looks at every aspect of the sales process, from prospecting to closing and communicates a clear plan on how they will achieve it.

While any manager can write a playbook, what separates great leaders is their ability to set the vision, communicate it and follow through. They don’t chop and change their mind or confuse their team. They communicate the plan clearly and make sure everyone understands what it means for them and for their customers. They also define clear development plans for their people and deliver on them.

After all, sales are only successful if the customer wins, and ultimate sales leaders know this and make sure the customer is front and center of their vision.

Be motivated by the end goal

Sales is a numbers game and the best sales leaders never allow their team to take their eye off the prize – achieving target. To achieve the sales leader may have to put themselves in a position where they absorb any noise, distractions, and negativity that may bring their team down. They’re good listeners and know how to remove roadblocks or just lend an ear when a salesperson needs to vent.

What sets an ultimate sales leader apart is their ability to know when to step in and fix something, and when to let it go. This requires good judgment and an understanding of what things can actually make a difference to sales results, and what are just irritations that are having minimal impact.

Hire the right people

Nothing wastes more time than hiring the wrong salesperson.That’s why good sales leaders take the time to recruit the right people and onboard them properly. There’s no time for bad recruits or sales reps that are struggling to ramp up in a high-achieving sales organization.

Hiring the right people is a skill. You can’t just look at someone’s CV and know they’re perfect for the job. It takes good judgment and instinct to know whether someone has the skill to build strong relationships and help customers find the right solution. Great sales leaders know how to spot someone who can close a deal or know when to fold and move on to better opportunities.

They can also identify potential where others may not notice. This means they don’t spend countless hours, weeks and months trying to get a salesperson to quota when they just don’t have the capability to make it. They can then devote their energies to other tasks that will make a difference when it comes to helping their salespeople achieve success.

Coach with passion

Salespeople are hungry to sell and have a thirst for anything that will help them do it better.  Ultimate sales leaders not only know this, but they know how to tap into this desire and help their salespeople channel it. One of the best ways to improve how reps sell is to take them on a journey of discovery and learning about their profession through mentoring and coaching. In fact, dynamic coaching can improve win rates by up to 27.6%.

Structured coaching helps salespeople improve how they approach customers, manage their sales funnel and close deals. But to really make a difference, sales leaders need to customize their coaching programs to meet the individual needs of each sales rep. After all, different reps need different types of coaching. An astute sales leader will determine the best approach for the individual and adapt their coaching plan for it, whether it’s going out to sales calls with them or scenario-based coaching.

Ultimate sales leaders know that coaching is good for their team, but they also are passionate about it. They embrace the opportunity to tap into the needs of each rep and build a cadence for sales coaching. This allows ultimate sales leaders to build momentum and ensure their sales team grows and prospers.

Empower everyone through accountability

75% of high-performing sales managers hold their salespeople accountable for their quota, compared to 58% of underperforming managers. But it takes a lot more than tracking your sales reps quotas to make them accountable.

Great sales leaders strive to achieve consistency in all aspects of the sales team, from following process to the message that customers hear. They do this by empowering their team through data and process.

Research shows that 43% of high-performing sales managers have a sales process that’s closely monitored, strictly enforced, or automated, compared to 29% of underperforming sales managers.

The key to keeping a sales team accountable is in the data. They set transparent performance criteria and use this to monitor and assess their team. There are no surprises, but there’s also no room for ambiguity.

Ultimate sales leaders don’t focus on lagging reports, they’re driven by data that shows them what their reps are doing today and how they can improve tomorrow. This information can then be used to both improve and inspire reps by identifying knowledge and skill gaps before they become problems and rewarding achievements straight away.

Empowering and rewarding reps is important for accountability. It keeps high performers accountable for their achievements, gives them control over their own development, and puts a fire in the belly of the laggards who also want their peers to see their name in lights.

Listen and communicate with care

Last but certainly not least, a true leader cares about the welfare of their charges. They don’t want to take the glory for themselves, they want each individual to learn, improve and for them to succeed together. By demonstrating that they care about their team, ultimate sales leaders gain the respect and trust of their reps. This helps them open up and be honest about their concerns and fears. With this knowledge, sales leaders can then help their reps become even better at selling.

The reality is that ultimate sales leaders don’t spend their time sitting behind a desk and watching the sales come in. They’re part of the team and in the trenches with their salespeople. Whenever a shot is fired they’re there – leading the way and giving them the support they need to win each and every battle.

It’s the Year of the Coach

Coaching is at the top of everyone’s minds at the moment – for good reason. A good coach can help more salespeople achieve quota by up to 10% and when you combine training and coaching, sales productivity also increases.

With these results, it’s no surprise that everyone is jumping on the coaching bandwagon, but not all coaching impactful.
According to the International Coaching Federation, coaching is:

“An interactive process to help individuals and organizations develop more rapidly and produce more satisfying results; improving other’s ability to set goals, take action, make better decisions and make full use of their natural strengths.”

Impactful coaching focuses on the needs of your reps and helps them improve how they approach different parts of the sales process or their customers. The results from impactful coaching go straight to your topline revenue.

Managers that are not impactful fail to move the needle on reps’ behavior and/or their performance. They just don’t have the skills required of a coach – perhaps they’re doing less coaching and more telling or controlling. Reps’ learn little from being told what they’re doing wrong, impactful coaching is a collaborative way to help them learn how to improve how they sell. Sometimes coaching is ineffective because managers just aren’t doing it properly — perhaps they’re just ticking a box or scoring their team more favorably in coaching exercises due to bias or even apathy.

It is possible to turn ineffective coaches into impactful ones, but in order to do that, you need to identify who is actually ineffective. Every sales manager is different, and short of watching every coaching session, it can be difficult to objectively know whether they’re making a difference to their reps’ performance. To do this you require data – but not just any data – the right data.

Identifying whether sales coaches are ineffective or impactful

The Sales Capability Index™ (SCI) is an index that has been developed by Mindtickle, which provides a capabilities score that, for the first time in the industry, provides a holistic, quantified assessment of sales rep and team readiness while also producing a leading indicator of their expected performance.

Essentially, the SCI provides a holistic, quantified assessment of individual sales reps and a manager’s entire team’s sales readiness. This is then linked to their performance, producing a leading indicator of their expected performance.Sales_capability_index

The SCI combines not only coaching but also knowledge and skill, so you can see what’s really impacting performance and what’s not. For example, if you’ve just launched a new product, coaching program, competitor series or other sales enablement initiatives to your sales team, you can see what elements have had an impact and by looking at scores before and after.

The score gives you a high level of conviction about how prepared your sales teams are and identify what initiatives are making an impact and what aren’t. It will also give you an indication of whether coaching (or other initiatives) are likely to impact your sales results so you can predict revenue more accurately.

As the data can be broken down by individual and by team, you can also see whether individual sales managers are coaching effectively – are they making a difference to the sales outcomes or not. This brings issues with sales manager’s coaching abilities to the surface, so they can be addressed long before the quarter or year is lost.

Coaching is only effective if it drives a business outcome. There is no point having your management team spend hours each week coaching reps if your top line revenue doesn’t grow. By using this data, coaching can be directly linked to real outcomes.

The same data can be used for most sales enablement initiatives. So if you launch a new product you can also look at the curriculum that was delivered to reps and assess whether it’s helped them sell or not. This helps you measure your enablement initiatives and identify where they need to be adjusted to make a real impact on your sales teams.

Coaching needs to have specific criteria for maximum effectiveness

In order to be effective, sales managers also need to know what to coach. No rep needs to be developed in every aspect of the sales process, but trying to find what they need help with isn’t always clear-cut.

By breaking down down the entire sales process and connecting each step with the enablement data that you have, you can look at sales competencies across each stage. This shows you exactly where a rep or a sales manager may need help.

The chart below gives you an example that shows you a rep that is able to explore opportunities and manage objections well, but perhaps needs help upselling and in call scheduling. The data pinpoints exactly where opportunities fail and evaluates qualitatively and quantitatively what competencies are needed at that specific stage.
Sales capability index™

This level of granularity allows managers to do tactical coaching and allows you to identify whether sales managers have skewed competencies. It gets to the heart of the issue and allows you to hone in on what needs to be done.

When looking at your sales team as a whole, it means you can identify if there is consistency across how teams are coached or if managers are perhaps playing to their strengths to the detriment of their team’s performance.

This kind of data has the potential to be a game changer. It can help identify bias in coaching performance and gives you the opportunity to address it objectively.

Empowering end users

A final way to improve impactful coaching across your sales teams is to give users the ability to approve or disapprove coaching feedback. Rather than just letting the sales managers have a say about how a coaching session went, let the reps tell you if they felt the session made a difference to them. This data can also be telling, because if your reps don’t feel like they’re benefitting from their coaching sessions, then it may be symptomatic of a broader problem – either with your coaching program or with individual coaches.

We all have so many tools in our sales stack, each providing an array of data. While it’s nice to have these numbers at our fingertips, they’re irrelevant if they can’t tell you how to improve your sales outcomes. After all, who has time to look through every data point available to them and work out what they’re saying.

For the Year of the Coach to make a real difference to your sales outcomes, you need to ensure that you have access to data that clearly and succinctly helps you link your coaching plans to your sales outcomes like the SCI does.