"If you could attend seminars related to the management of the learning function, the integration of HR functions to create full-bodied talent managment systems, would you be interested? Just curious about this. CLO magazine and the CLO conferences wouldn't exist if this weren't the case, but I'm wondering specifically about seminarsl, webinars, etc."

"I received your question from the following two perspectives: “Do CLO's need to participate in ongoing professional develop?” And, “Is there a need for development opportunities geared specifically towards the CLO and advanced/seasoned practitioner audience?” My answer to both questions is YES.

Regarding the first question, I have had the unfortunate experience of working for a CLO who, in addition to being very narrowly focused regarding learning and performance, was not at all interested in furthering his knowledge/skills. Of course, this translated into limited development opportunities for his staff. The few development opportunities that were permitted did not extend beyond the realm of training-specific topics. CLOs must continue to learn, develop and grow in order to foster, support and encourage growth within their department and the organization their department has been established to support.

In response to the second question, which is probably your intended question, although I have not functioned as a CLO yet, I have been in this business for over 20 years. During my career, I have held roles including designer, instructor, manager, director and consultant. There is tremendous benefit from interacting formally and informally with others who are responsible for leading the learning function. The ability to discuss issues, challenges, opportunities and accomplishments with peers is very helpful. I too have participated in workshops and seminars (and lately webinars) that are clearly geared towards new-comers to our field, despite the well-crafted, high-level objectives provided in the promotional materials. Although I try to remain open to learning in every situation, I would leap at the opportunity to attend events similar to what you have described above."

"Lisa,

The second question is indeed what I intended, but I'm intrigued by your response to both. As someone who has been a CLO in lots of organizations, I could easily "shift" your comments up a level to say that many—no most—EVP or VP of HR that I've worked for sound like your former manager—and with similar consequences: a continuing struggle to justify professional development activities for my staff members. It makes you crazy to have to say something to your boss like, "...don't you think the CLO ought to be a role-model for staff development?"

What that also tells me, is that there is a lack of understanding of the competencies required for the Chief Learning Officer position, which I suppose also falls at the feet of the VP/EVP of HR. I once found myself interviewing for the job of "Director of eLearning" only to discover that an individual with an identical job description was already in the IT department. When I revealed what I'd found to the CLO, the job went away. Lots of organizations don't seem to "get it".

I asked the question because one of my former staff members suggested that I start a blog to share what I've learned over the years and I wasn't sure it was worth my time. It's helpful to know that there is an interest for individuals who may be new to the function or aspire to it. I guess I should put some effort into figuring out a way to distribute that knowledge."