Chief Learning Officer

Start your journey as a Chief Learning Officer. 

Develop the insights needed to identify the strategies organizations need to attract, develop, retain, and advance human capital as a chief learning officer who can anticipate and act on global, economic, and technological disruptions. 

Program Overview

George Mason's Chief Learning Officer program, presented in partnership with industry and educational leaders, offers hands-on opportunities to design an integrated talent strategy to attract, develop, retain, and advance the talent needed to meet the business objectives; sustain a productive workforce; and add significant value to your organization.

Next Cohort: October 2025 - March 2026

Delivery: Hybrid; online sessions and in-person sessions at Mason Square (formerly the Arlington Campus)

Cost: $8,500

Schedule a personal consultation/advising session:

Email: barton6@gmu.edu
Phone: (703) 993-6725

Program Details

Who Should Attend?
The ideal candidate has: 

• A minimum of 6 or more years of experience in the learning space. Instructional systems design expertise.
• Experience managing and facilitating learning programs.
• Solid communications skills.
• An undergraduate degree or equivalent experience.

Schedule

• Opening Session: October 28 - October 30, 2025 
• Online Sessions: November 5 - December 17, 2025 
• Mid-Point Session: January 12 - January 13, 2026 
• Online Sessions: January 20 - March 5, 2026 
• Closing Session: March 11 - March 12, 2026 

Program Topics

• Mission-Focused Impact (20%)
• Strategic Planning (20%)
• Financial and Regulatory Aspects of Learning and Development (20%)
• Leadership and Culture Building (20%)
• Learning Processes, Technologies, and Analytics (20%)

Learning Outcomes
Graduates of the Chief Learning Officer program will be able to:

• Implement strategic initiatives with increased confidence in personal leadership abilities and organizational knowledge.
• Demonstrate a capacity to think strategically, establishing a learning and talent development plan that supports the delivery of an organization’s objectives and strategic plan.
• Develop leadership practices that are grounded in solid organizational acumen. Communicate clearly and effectively with professionals at all levels to articulate the role of learning and talent function as an agent of organizational change. Manage processes for assessing talent development opportunities.
• Engage the talent management team and drive performance outcomes through coaching, mentoring, and sharing ideas.

Badge of Certification

This program is delivered as a non-degree, executive certificate. Attendees have the opportunity to add a badge credential from Credly for successful completion of the program to their resume for organizational recognition (internal and external) and to indicate the accomplishment of obtaining a George Mason University credential.

Program Curriculum

The curriculum is composed of the three core competencies areas that were identified by talent management leaders and academics as necessary for the Chief Learning Officers of the Future.

Transformational Organization Leadership (Fulfills ECQ 1 & ECQ 2) 

The C-Suite Leader in an Organization

Begin by exploring the pivotal role executive leaders take in shaping organizational success and culture. Together with all C-suite programs, this session will delve into the essential leadership skills required for C-suite executives, including decisiveness, integrity, team-building, and problem-solving. Participants will gain insights into how leaders can navigate changes while contributing to the overall goals of an organization. The session aims to equip aspiring and current C-suite leaders with the tools necessary to lead effectively, foster innovation, and drive positive outcomes for their teams and organizations 

Faculty

• TBD 

Being a Strategic C-Suite Leader

In today’s rapidly evolving environment, C-suite leaders need to go beyond operational execution to think strategically. This session will explore what strategic thinking means and how executives can cultivate it to drive their success. 

We will examine strategic discovery, the process of uncovering opportunities and anticipating shifts in a world of uncertainty. Additionally, we will discuss how leaders can achieve strategic alignment to ensure that vision and execution are coherent across their teams. 

Participants will engage in a mix of thought-provoking discussions and practical activities that will enhance their appreciation of strategic thinking and execution. 

Faculty: 

• Dr. Greg Unruh, Arison Chair in Values Leadership/Associate Professor, School of Integrative Studies

Cultivating a Positive Organizational Culture 

Investigate the construct of emotional culture and the importance of cultivating a positive emotional culture for employees, teams, divisions, and organizations. Distinguish among the key emotions impacting culture and describe how individuals and organizations can achieve enhanced employee health and wellbeing. This session will provide evidence-based techniques that managers can integrate into their daily work practices to increase personal and professional success. 

Faculty:

• Mandy O’Neill, Associate Professor of Management, Costello College of Business, George Mason University 

Communication Techniques for Dynamic Teams 

Participants will explore how improv techniques can revolutionize team communication and leadership strategies. Led by the Business Improv team, this session focuses on enhancing executive communication skills through active listening, adaptability, and collaboration. Participants will engage in interactive exercises designed to break down communication barriers and foster a culture of innovation and trust. By embracing spontaneity and flexibility, the group will gain practical tools to improve decision-making and problem-solving in dynamic business environments, empowering them to lead with greater effectiveness and creativity.

Innovative Business and Operational Acumen (Fulfills ECQ 3 & ECQ 4)

AI and the Future of Business

Examine the transformative role of artificial intelligence in reshaping business sectors. Designed for business leaders and decision-makers, this session emphasizes AI's disruptive potential while exploring the necessity for organizations to embrace it to thrive. Participants will learn AI fundamentals, its integration into business processes, and implementation strategies to enhance efficiency and innovation throughout the organization. 

Faculty:

• TBD

Analytical Decision Making

Focus on utilizing data-driven approaches to enhance decision-making processes, emphasizing statistical analysis, predictive modeling, and optimization techniques. Develop skills to systematically evaluate complex scenarios and make informed decisions that drive organizational success. 

Faculty:

• TBD

Understanding Organizational Change

People often dislike uncertainty at work and often fear or avoid change altogether. One of the most important roles of leadership then is to manage change and cope with uncertainty in your teams and organizations. This session explores the challenges and opportunities involved in change management, especially the areas of employee resistance, how to overcome it, and how to champion results. This session is a joint session with other C-Suite participants. 

Faculty:

• Victoria Grady, Instructional Associate Professor, Management

Creativity and Innovation

Participants will practice using the construct of Appreciative Intelligence® for creativity, new ideas generation, and innovation. Using experiential approaches, participants will learn to develop new insights into typical leadership challenges and develop the capacity to question traditional approaches to management respectfully and non-judgmentally. Honoring the applied nature of the program, we will practice tools for developing a creative mindset during the half-day session.

Faculty:

• Tojo Thatchenkery, Professor; Director, Organization Development and Knowledge Management Program

Influencing and Negotiation

Dive into the fundamentals of negotiation and conflict management theory and best practices in organizations. Most individuals have incorrect assumptions about the best ways to manage conflict in organizations and how to negotiate in the most effective way. Further, many people avoid conflict because of preconceived notions about what is going to happen to them and/or inherent fears. The purpose of this session is to both change those incorrect assumptions while getting participants to feel more comfortable in a variety of negotiation / conflict management contexts. 

Faculty:

• Kevin Rockmann, Professor of Management, Costello College of Business

Business and Process Excellence

Operational processes are designed to deliver exceptional value to customers and clients, both internal and external. However, over time inefficiencies creep in or new technology is created to improve processes. Designing and managing processes involves identifying bottlenecks, using appropriate metrics, and innovating to improve value, while managing variability. Lean management tools help to deliver value while identifying wasted time and activities. In this session, we discuss the role of operational excellence in facilitating change and delivering value. 

Faculty:

• Ioannis Bellos, Masters of Business Administration (MBA) Program Director

Financial Management for Decision Making

Master financial acumen crucial for strategic leadership. This course focuses on budgeting, financial analysis, and resource allocation, empowering CLOs to own financial decisions and align with organizational goals. 

Faculty:

• Dave Vance, President, Manage Learning LLC
• Kelly Garret, Director, Emergency Managment Professional Program, National Disaster and Emergency Management University

Mastery of the Talent Management Ecosystem (Fulfills ECQ 5)

The CLO as a Leader in an Organization

Explore the vital role of the CLO in aligning learning initiatives with business objectives to drive organizational success. Participants will engage in discussions and case studies to understand how CLOs foster a culture of continuous improvement and adaptability. This session highlights the CLO's ability to lead cross-functional teams, collaborate with other members of the C-Suite, and integrate innovative learning technologies.

Faculty:

• Kimo Kippen, Former Executive, Hilton and Marriot

Developing a Human Capital Strategic Plan (Kimo)

Develop a learning and talent strategy that aligns with organizational goals and drives value. The focus will be on aligning learning initiatives with business objectives to enhance workforce capabilities and prepare for future challenges. Participants will gain insights into leveraging talent development as a key component of strategic planning, contributing to sustainable growth and competitive advantage.

Faculty:

• Kimo Kippen, Former Executive, Hilton and Marriot

Future Learning Ecosystems

Participants will explore the future of learning ecosystems and their transformative impact on organizational development. This session will focus on how these ecosystems can integrate advanced technologies, personalized learning paths, and collaborative platforms to enhance workforce capabilities and drive innovation.

Faculty:

• TBD

Value Propositions of Learning and Talent Management

Explore the value propositions for learning and talent management (TM), and how to assess related investments in a quantitative and qualitative aspect. The focus of this topic will be to discover techniques that discern learning’s and, more broadly, TM’s value.

Faculty:

• Dr. Dave Rude, CPTD, CALC, Chief Learning Officer, Longenecker & Associates

The Business of Talent

Prepare to manage talent initiatives through the application of standard management practices as well as best practices designed just for the talent field.

Faculty:

• Dave Vance, President, Manage Learning LLC

Talent Measurement and Analytics

Explore the what, why and how behind talent analytics; alignment with HR analytics; the development of measures/metrics for measuring the business impact of your talent and learning management practices; technologies for data collection, analysis and reporting, and communicating the contribution of talent and learning measurement and analytics to other C-suite executives using the language of business.

Faculty:

• Dr. G.M. (Bud) Benscoter Owner, GMB Performance Group

Talent Development Policies

Examine the framework of governance, policies, procedures, and guidelines that drive how Chief Learning Officers approach managing and developing its vast expanse of talent.

Faculty:

• Dr. Dave Rude, CPTD, CALC, Chief Learning Officer, Longenecker & Associates

Managing the Learning and Talent Development Operation

Learn to create a well-managed, agile Learning and Talent Development (L&TD) operation so that you, the CTO/CLO, can deliver the right people with the right skills at the right time, for the efficient and effective achievement of organization objectives and outcomes into the future.

Faculty:

• Dr. Shahron Williams van Rooij, Associate Professor, Learning Design and Technology

Faculty

Frequently Asked Questions

Are faculty from George Mason University?
A combination of George Mason faculty, adjuncts, and subject matter experts teach in the program. 

How was the curriculum created and courses chosen?
Costello College of Business faculty with the support of an advisory council of c-suite professionals developed the program curricula. Topics and outcomes are reviewed and revised yearly based on feedback and emerging industry best practices.

Is this program eligible under the GI Bill?
Not at this time. 

Are there any discounts to attend the program?
Preferred pricing for government employees is $7,650. A promotional code will be provided to those accepted into the program. Please call (703) 993-8275 if you are a George Mason employee or would like to discuss a group rate. 

What does the cost of the program include?
The $8,500 program cost includes all materials, activities, catering, receptions, and a certificate of completion.

How do I register and pay for the program?
Fill out our Executive Development Program Registration Form to register for the program. You will receive an emailed response with directions on payment.

How much time will participants need to devote to the program?
Participants should expect to spend 7 full days at the George Mason University Mason Square Campus as well as participating in 5-6 online topics delivered in two-week increments. For each two-week topic there will be approximately 8-10 hours of learning including readings, videos, presentations, live session, discuss boards, and deliverables.

How are the courses conducted?
Over the course of 5 months, there are 7 in-person days and 5 two-week online topics.

In-person days include morning and afternoon learning sessions, catering, and a reception.

Online topics include a combination of asynchronous components such as discussion boards, presentations, videos, and assignments, as well as live synchronous sessions. Expect one to three scheduled live sessions for each online topic. These generally start between 7 and 8 p.m. Eastern Time. Live sessions are recorded and posted the next day. 

Zoom is used for live online sessions. A tutorial is provided to participants in .pdf format, and an optional live tutorial session is offered as well. All registered participants are given access to Blackboard approximately two weeks prior to the start of the program. 

Do I get university credit for this program? Will I be graded?
This is a non-credit executive education program so you will not earn university credit. However, CEUs (continuing education units) authorized by George Mason University are available upon request. At least two weeks prior to the start of the program, please send your request to execdev@gmu.edu. You will be asked to provide additional personal information in order to have your CEUs properly recorded.   

Participants will not be graded, but In order to receive a certificate of completion, participants will need to complete a minimum of 80 percent of the work assigned (including assignments, deliverables, discussion boards, and live sessions). At the end of each topic, faculty are asked to provide a summary of participant’s engagement. 

How many participants are enrolled?
The maximum number of participants for a single cohort is 20. 

What are some common student personas/backgrounds/job titles?
Most participants have at least 6 years of management experience and are at the Director level or above. Approximately half of the participants have been from the public/non-profit sector and half from the private sector. The average age of participants is 45. 

Is there an application deadline?
No. Participants are admitted on a rolling basis up to the start of the program or until the cohort is full. 

Is the program eligible for 1098-T reporting?
No. This program is a non-credit course, therefore not eligible for 1098-T reporting.

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