Chief Learning Officer sat down for a conversation with Lisa Doyle, learning strategist and advisor, and faculty member for the CLO Accelerator program. Doyle most recently served as vice president for global learning for Booz Allen Hamilton. She was previously the VP of learning and development for Lowe’s Companies, Inc. and chancellor for the U.S. Department of Veterans Affairs Acquisition Academy, where she was awarded CLO of the Year in 2011.
Chief Learning Officer: Where is your hometown?
I was born in Washington, D.C., and I grew up in Maryland, where I currently live. Home is where family is and where my heart is, and my family is in Maryland.
CLO: How did you first become interested in learning and development?
I was fortunate to have participated in many exceptional training programs myself. That really helped me develop my technical skills and shape my leadership skills and who I am as a leader. When I realized how beneficial those programs were to my career success and leadership journey, that’s when I really became interested in helping others succeed through learning.
A consulting firm in Washington, D.C., that had consulted successfully for many, many years decided they wanted to create an interdependent relationship with their clients and teach them how they were consulting. They asked me to come and build a training institute for them. Coming from the business and into training that profession, I really felt like I had walked in their shoes. I knew what they needed and how they needed to learn. And so it was an easier transition for me, I think, coming from the business into learning and development. I stayed in the profession ever since.
CLO: What lessons did you learn back in 2020 that you’ve taken with you into 2021?
As you know, the pandemic made us really focus on staying safe and well. As we became acutely aware that health and wellness must be our absolute top priority, over the last year, I’ve taken the opportunity to intentionally focus on my personal, emotional, physical, and spiritual health and wellness. As leaders and parents, we’re role models 24/7, whether we like it or not. I really wanted to be a role model and encourage others to create their own personal health and wellness goals. I’ve been focused on a healthy diet and I’ve always exercised, but now I’m really focused on exercise and the benefit that that has to your overall health and well being and sleep and so on. It’s been a year of reset, renewal, refocus.
CLO: From your time in talent acquisition and development, what are your thoughts on the importance of coaching and mentoring in overall talent management? What role do they play?
In training, it’s really important to apply what you’re learning and achieve lasting impact. An important goal of coaching is to help achieve that positive long-term behavior change and improvement, in both personal and organizational performance. We want to increase the likelihood of that positive improvement and the behavior becoming a habit. Changing behavior requires you to develop new skills or do something different or new. Coaching that is integrated into a training program, for example, increases the application of those new skills you are learning in the context of real work. Training isn’t considered complete when you finish the course. It’s complete when there is evidence of successful transfer and application on the job. That on-the-job performance to achieve business outcomes is the goal. A coach can help you achieve those developmental goals, unlock your potential, hold you accountable and also act as your sounding board.
CLO: How do you enjoy spending your time outside of work?
I enjoy spending quality time now with family and friends, safely, of course. Over the last year, I’ve dedicated time to focus on my artistic and creative side. I have been dedicating time and focusing on learning floral design, building flower arrangements and developing my floral arranging skills. I have been taking classes, I have many new floral design books, I’ve been watching videos and, of course, practicing making arrangements of all types, colors and sizes. I really find that I love that creative process of transforming single flowers into these beautiful arrangements. Right now, I have arrangements in every room of my house, so it’s kind of like living in a greenhouse.
My father was an artist. He went to the Maryland Institute of Art, and then worked for the Navy as a technical illustrator and artist. I’ve always been focused on business, and I have an MBA, not an art degree. For me to be able to bring out my artistic side, I feel like it’s really important but also unique.
CLO: What book, either audio or physical, or podcast, has gotten you through the pandemic?
Other than my floral arranging books, I’m reading a book right now entitled “Real Happiness: The Power of Meditation” by Sharon Salzberg. It’s about my quest to continue to learn, grow and be a better person. Refocusing and resetting. I decided to learn how to properly meditate because meditation helps improve overall wellness and cope with this unprecedented and continual change we are all experiencing. I thought this would be a perfect book for this time in my life. It’s essentially training my attention and how to be more aware, not only for my own inner workings and inner being, but also for what’s happening around me in the here and the now. I’m learning how to concentrate and focus, especially on positivity and positive thinking that has been so obscured by stress and distraction of this last year and the uncertainty.
CLO: In your opinion, what are some components of a robust learning and development program?
The purpose of L&D programs is to guide and develop employees to deliver to the business goals. That’s why employees are there, to achieve business growth and business success. Starting with the end in mind, you need to understand there’s organizational priorities, then align learning to build workforce capability to achieve those goals. L&D professionals really are, in my mind, performance consultants. Working directly with the business leaders to understand their employee’s needs, and then to optimize the performance of those employees to really achieve those business goals. A performance consultant asks questions. They seek first to understand and be understood. They ask “If we are going to do this training program, what business metrics would change?” Then they measure their results as perceived by the stakeholder. Those results aren’t measured by you in L&D. They’re not your measures of success, they’re the business leaders’ measures of success, it’s the business leaders’ workforce. The stakeholders, learners and business leaders will tell that story of how L&D contributed to their workforce capability and business impact. As L&D organizations, we can’t really tell our own story. Our stakeholders tell our story of the impact that we’ve made through these learning interventions,
CLO: What advice do you have for CLOs and learning leaders as they take on 2021?
My personal leadership philosophy is: In learning you will teach, and in teaching you will learn. This, for me, represents my expectation of myself and for CLOs to be continuous learners and teachers. You’re not just enriching your own life, you’re enriching the lives of others.
This article has been edited for brevity.
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April 15, 2021 at 10:22PM
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Meet the CLO Advisory Board: Lisa Doyle chieflearningofficer.com - Chief Learning Officer
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