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What Are You Measuring?

Posted by Bill Crose on September 13, 2019 at 11:33am 0 Comments

A lifetime ago, my training department colleagues and I were satisfied with training data. We cranked out the requested ILT programs plus the "flavor of the year" content, we kept a busy training schedule, and made sure the coffee was always the right temperature. When accused of not delivering effective training because the learners didn't perform as they were trained, we took refuge in our management support role and not ultimately responsible or accountable for LEARNING or productivity.…

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Panelists:

Moderator: Larry Duckworth https://www.linkedin.com/in/larryduckworth/

Remarkable Speaker: Jack Alexander - https://www.linkedin.com/in/jack-alexander/

As an investor - how do you know that someone is "CEO Material?"

What advice would you offer to a CLO who desires to become a CEO of their current company?

What do you believe prepares or prevents a leader from being considered to become a CEO?

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Typically one is looking for a leader with prior P&L experience and someone whose ego will not get in the way of building a team capable of great things. Typically such a person is most often coming up through the sales and marketing function or the finance function. A background of prior success is ideal.

I can't think of one situation in my background where a CLO has become the CEO.

For a startup the above is ideal but of course a startup is by definition being led by an entrepreneur who may not have done it before. Typically a founder will often migrate from the CEO role when revenues reach various thresholds typically 5/10/$15 million.

Georgia LEARNS will be helping to create a future where the preferred path to CEO includes previous success as a CLO. Your work with us has helped us understand what is needed to accelerate this possibility.

Hi David!  I like what you wrote. Especially this: "Typically a founder will often migrate from the CEO role when revenues reach various thresholds typically 5/10/$15 million."

When discussing this topic @ the conference table, I said I have no interest in being the long-term CEO of my company. I'll find someone I trust to take that role sooner than later, so I can keep doing what I really love and think I'm pretty good at doing. Given that plan, I know the necessity of another conference topic -Collaboration. I don't want to be the RW Deutsch and get kicked out of the company I founded & have to start another, then have the 2 companies I founded merge without me! 

I'm afraid a CLO turned CEO would attempt to resolve every problem with training; probably because that's what I'd heavily default to. One-trick ponies (including accountants who'd default to cutting their way out of trouble, marketers who'd "botta-book-botta-boom" their way out, etc.) don't belong in CEO roles.  

Good point about the CLO to CEO one-trick concern. This is also the concern when the CEO has migrated from Sales or Marketing or Operations or Finance or R&D.

The "candidate" overcomes this concern with a track record that includes some or all of the following:

  1. Cross-functional expertise (two or more areas - with success)
  2. A keen sense of the customer/market/industry
  3. Proven leadership capability
  4. ICE in their veins (Integrity, Courage, Enthusiasm) - thank you David!

The Georgia LEARNS vision includes empowering the CLO to deliver "Performance Assurance" which will require world-class capabilities in the above 4 items.

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