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Your Leaders-as-Teachers Team
Wednesday, June 11, 2014
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Congratulations, Judy Harmon and Doris Barnett! You’re the winners of the Leaders as Teachers Action Guide book giveaway! 

Many of today's leading companies have active leaders-as-teachers (LAT) programs. If you plan to initiate or expand a LAT approach, start by forming your LAT team.

An effective LAT team includes learning professionals, leaders, and support staff. Here is a list of the roles that are often needed.

You. First and foremost, you are part of the LAT team. Consider what role you will fill, which roles you will delegate, and those roles for which you will recruit others. Be realistic about the size of the role you can perform well.

LAT champion. This person manages overall program responsibilities such as staffing, budgeting, and continuous improvement. A best practice is to have a senior leader in this role.

Learning professional for active design. With so much new knowledge about how the brain works and with so many new media options, it is best to bring in a learning specialist to partner with leader-teachers. This person can activate your leader-teachers' sessions.

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Logistics planner. Successful LAT cultures make it easy for leader-teachers to participate. This role handles all of the logistics, version control, registration, and scheduling practice sessions, and manages all materials and assets for both leader-teachers and learners.

Leader-teachers. These are the senior people who do the actual teaching or delivery. As you begin your recruiting efforts, we suggest a “go to the light” approach. By this we mean identify people who have strong personal interests in teaching, coaching, and facilitation, and seek out strong business growth opportunities or problems that need to be solved and for which teaching and learning is part of the solution. As your organization has more success with the LAT approach, recruiting more leader-teachers becomes easier.

Topic experts. Often leader-teachers are recruited for a LAT session based on their personal expertise on the session topic. It is equally common for leader-teachers to be paired with an external expert. The expert delivers the content, and the leader-teacher puts it in context and validates the concepts.

These are the basic roles for a LAT team. For small programs, it is possible for just two people to cover these roles: one learning professional and one senior leader. Larger programs typically involve more people.

As your LAT successes begin to pile up and the many benefits of the LAT approach are realized, organizations experience a shift in demand for LAT programs. With that shift, there may be interest to include more leaders.

There are many roles for leaders in a LAT culture, not all of which entail teaching directly. These roles include:

  • Topic or program leader
  • Needs assessment analyst
  • Post-session mentor or coach
  • Coach for online asynchronous learning
  • Dean of a “college” or cluster of programs
  • Regional or global dean or program president
  • Active blogger in support of online learning
  • Advisor of customizing programs by region or department
  • Advisor of customizing off-the-shelf programs for in-house use

What other roles can leaders fill in a LAT culture?

For a chance to win a copy of Leaders as Teachers Action Guide, answer the above question in the comments section below. Your comment must be received by 5 p.m. EDT on Friday, June 20. If you prefer to email your response, please send it to LMDOwens@gmail.com. After reviewing the comments and emails received, we will select two winners and announce them in this post by Wednesday, June 25.

Learn more from Leaders as Teachers Action Guide: Proven Approaches for Unlocking Success in Your Organizationavailable now.

About the Author
Ed Betof, EdD, is a senior fellow in human capital, at The Conference Board (TCB). He is also the program director for TCB’s Executive Council on Talent and Organization Development and the coach/facilitator for TCB’s Global Executive Council. He was a co-developer of the pioneering TCB/NASA leadership experience based on NASA’s Apollo program. Ed is president of Betof Associates, a consulting firm specializing in executive coaching, leadership, and career development. Ed is an adjunct executive and team coach for the Center for Creative Leadership. He has been a faculty member with the Institute for Management Studies since 2008. Ed was a founding senior fellow and an academic director of Penn’s chief learning officer doctoral program. After nearly a 40 year corporate and educational leadership career, Ed retired in December 2007 from BD (Becton, Dickinson, and Company) a global medical technology and human diagnostics company where he was the worldwide vice president of talent management and chief learning officer. Ed was an ASTD Board member from 2004 to 2007. During this period, he also chaired the executive committee of TCB’s Council on Learning, Development and Organizational Performance. He has served on Pennsylvania State University’s Outreach Advisory Board since 2008. Ed is the author of Leaders as Teachers: Unlock the Teaching Potential of Your Company’s Best and Brightest (2009) and co-author of Just Promoted: A 12 Month Roadmap for Success in Your New Leadership Role (1992, 2010). Ed has authored or co-authored several dozen articles, manuals, and guides. Ed received his doctorate from Temple University in 1976.
About the Author
Lisa Owens is a learning expert who applies learning sciences to create training programs that move businesses forward. She designs training for the in-person and virtual classrooms and the web. Lisa founded Training Design Strategies LLC in 2012 to help companies achieve their goals through the power of training. Beyond her current client work, she is an instructor for Ohio University’s instructional design graduate program and on GC-ASTD’s Executive Advisory Board. She is co-author of the college textbook Your Career: How to Make It Happen, the books Leaders as Teachers Action Guide and Lo start-up di una Corporate University, and a series of articles for CorpU on creating corporate universities. Lisa holds a bachelor’s degree in chemical engineering and a master’s degree in education.
About the Author
Sue Todd is chief strategy officer at CorpU. She works with faculty at leading business schools, including Wharton, IESE, the University of Michigan’s Ross School of Business and others, to adapt executive education programs to the practical needs of leaders. Sue has advised Global 2000 organizations on innovative learning and leadership development strategies since 1994. With more than 20 years experience, she has consulted with firms like Coca-Cola, Aetna, Exxon, The Boeing Company, HP, Pfizer, M&M Mars, and others to address the dynamic conditions of the 21st Century. Her current work focuses on complexity science, and how it reveals cracks in current organizational structures and practices under increasing marketplace dynamism. She is identifying approaches that can prepare leaders to embrace emergence and guide organization adaptability. Prior to joining CorpU, Sue was VP of product management for KnowledgePlanet, where she directed the evolution of the first web-based learning management system, the first business-to-business eLearning marketplace and technology-based performance management solutions. She helped both media and industry analysts shape the LMS and e-learning industries. Sue has been interviewed by  The Wall Street JournalFortune MagazineUSA TodayThe New York TimesGreentree Gazette, Workforce Week, and other HR and learning industry publications. She has published articles in  Leadership Excellence, CLOTraining and  T&D Magazines. Sue has spoken at New York University, Bellvue University, ASTD ICE, Tuskegee University, University of Pennsylvania’s Wharton School. And for two years, in 2006 and 2007, she ran Training Director’s Forum on behalf of Training Magazine.
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