Mindset Before Tool Set: A CLO's Framework for
Real Learning Impact with Phil Rhodes of Phillips 66
In this episode of Learning Leader Spotlight, Phil Rhodes, Chief Learning Officer at Phillips 66, shares a perspective shaped by decades of experience across organizational development, experiential learning, and enterprise transformation. His insights reflect a clear evolution in how learning functions create value, moving beyond training delivery toward enabling measurable business impact.
The conversation highlights a consistent thread throughout Phil’s career: a focus on behavior change, leader accountability, and aligning learning strategies directly to business outcomes.
Phil Rhodes serves as Chief Learning Officer at Phillips 66, where he leads enterprise-wide learning and development initiatives. His responsibilities span new hire training, compliance, safety, leadership development, technical capability building, and early career programs.
With a background rooted in experiential learning and organizational development, Phil brings a systems perspective to workforce capability. His approach emphasizes behavioral science, leadership enablement, and data-driven decision-making to drive enterprise performance.
The Evolution from Training Delivery
to Organizational Enablement
Phil underscores a significant shift in the role of learning organizations. Historically, L&D functions were centered on delivering programs and content. Today, he describes a broader mandate: enabling leaders and teams to execute strategy effectively.
This shift reframes L&D from a service provider into a strategic partner. Rather than focusing solely on creating courses or curriculum, modern learning teams must equip leaders with the tools and context to reinforce learning within daily work. Phil emphasizes that “L&D is just a sliver of the time employees have,” making leader involvement essential to sustaining change. This move toward enablement also positions L&D as part of a larger ecosystem that includes business leadership, HR, and operational teams. The function plays a role in facilitating change rather than owning it outright.
From Instructional Designer to Performance Consultant:
Mindset, Skill Set, and Tool Set as a Strategic Framework
A recurring concept in Phil’s perspective is the integration of mindset, skill set, and tool set. He highlights how organizations often prioritize tools, especially during technology implementations, without adequately addressing the foundational elements of mindset and skills.
Phil explains that successful transformation begins with establishing clarity around purpose and expectations. Employees and leaders must understand why a change is happening and what success looks like before they can develop the skills or effectively use new tools.
This layered approach reflects a more holistic design philosophy. Tools are seen as enablers rather than solutions, and their effectiveness depends on the readiness of both individuals and the organization. The framework serves as a guide for designing learning interventions that drive measurable outcomes.
Leadership as the Primary Driver of Behavioral Change
A critical insight from Phil is the central role of leaders in driving behavioral change. While L&D designs and delivers resources, it is leaders who set expectations, reinforce behaviors, and sustain momentum.
Phil challenges the common assumption that learning outcomes rest primarily with employees. Instead, he positions leaders as accountable for translating learning into action. Without leader alignment, even well-designed programs struggle to achieve impact.
This perspective shifts attention toward leader enablement. It requires creating space for leaders to process change, understand its implications, and communicate effectively with their teams. By equipping leaders with the tools to advocate for change, organizations increase the likelihood of sustained adoption.
The Growing Importance of Data, Measurement,
and Business Alignment
Phil identifies measurement and evaluation as foundational to the evolution of L&D. To maintain credibility and influence, learning leaders must speak the language of the business, which is rooted in data and outcomes.
This involves developing robust analytics capabilities that connect learning initiatives to performance metrics. Phil emphasizes the importance of having data readily available to support conversations with business leaders. This approach positions L&D as a contributor to strategic decisions rather than a cost center.
The focus on data also supports continuous improvement. By analyzing outcomes and identifying gaps, learning teams can refine their approaches and ensure alignment with business priorities. This reinforces the importance of building analytical capability within L&D functions.
AI as Both an Operational Efficiency and a Strategic Capability
Artificial intelligence is highlighted as a transformative force in both how L&D operates and what it delivers. Phil describes a dual approach: leveraging AI within the learning function to improve efficiency, and building AI capability across the enterprise.
Within L&D, AI enables automation and streamlining of processes, freeing up time for higher-value activities such as consulting and stakeholder engagement. This aligns with the broader shift toward a more strategic role.
At the enterprise level, AI adoption requires the same structured approach applied to other transformations. Phil notes that AI readiness must also address mindset, skill set, and tool set. Organizations must ensure employees understand AI’s purpose, develop the necessary skills, and apply it effectively within their roles.
The Power of Collective Influence
Phil introduces a nuanced view of influence, moving beyond the idea of influencing individual stakeholders. Instead, he advocates for building a “circle of influence” that brings together multiple voices across disciplines.
This approach amplifies impact by aligning perspectives from different areas of the organization. It also reflects the collaborative nature of modern work environments, where complex challenges require cross-functional input.
By creating these networks of influence, learning leaders can drive broader alignment and increase the effectiveness of their initiatives. This concept reinforces the importance of relationships and collaboration in achieving organizational change.
Agile Learning Design and Test-and-Learn Environments
Drawing from experiences working within agile teams, Phil discusses the importance of flexibility in learning design. He contrasts traditional models, such as ADDIE, with more iterative approaches that align with fast-paced business environments.
Rather than abandoning established methodologies, Phil advocates adapting them. By shortening cycles and incorporating test-and-learn principles, organizations can respond more effectively to changing needs.
This approach emphasizes experimentation, minimum viable solutions, and rapid iteration. It reduces the risk of large-scale failures and allows organizations to refine solutions based on real-world feedback.
Strengthening Business Acumen Across the Workforce
Another emerging focus for Phil is building business acumen at all levels of the organization. He defines this as helping employees understand how their roles connect to the broader business strategy and financial outcomes.
This connection is becoming increasingly important as employees seek meaning and clarity in their work. By linking individual contributions to organizational success, companies can foster greater engagement and alignment.
Phil views this as both a leadership and L&D opportunity. Developing this capability requires clear communication, structured learning experiences, and ongoing reinforcement within the workplace.
Practical Takeaways for L&D and Business Leaders
Design Learning Around Business Outcomes, Not Deliverables
Learning initiatives should begin with a clear understanding of business objectives. Aligning programs to measurable outcomes strengthens credibility and ensures relevance. Leaders should prioritize defining success metrics early in the design process.
Prioritize Leader Enablement as a Core Strategy
Investing in leaders as facilitators of learning can significantly improve adoption and impact. This includes providing resources, context, and support to help leaders reinforce desired behaviors within their teams.
Integrate Mindset into Every Transformation Effort
Before introducing new tools or processes, organizations should address the underlying mindset required for change. Clear communication of purpose and expectations sets the foundation for effective skill development and tool usage.
Build Analytical Capability Within L&D
Developing expertise in data and insights enables learning teams to engage more effectively with business stakeholders. This includes tracking key metrics, demonstrating ROI, and using data to inform decision-making.
Adopt Agile and Iterative Approaches to Learning Design
Moving toward test-and-learn models allows organizations to adapt quickly and reduce risk. Leaders should encourage experimentation and create environments where iterative improvement is supported.
Foster Cross-Functional Collaboration to Drive Influence
Creating networks of stakeholders enhances the reach and effectiveness of learning initiatives. Collaboration across disciplines ensures diverse perspectives and stronger alignment with business needs.
Use AI to Rebalance Time Toward Strategic Work
Leveraging AI for efficiency can free up capacity within L&D teams. This enables greater focus on consulting, relationship-building, and designing impactful solutions.
How To Design Effective Instructor-Led Training (ILT)
Resources or Tools Mentioned
Closing Reflection
Phil Rhodes presents a clear vision for the future of learning: one that is deeply integrated with business strategy, driven by data, and sustained through leadership accountability. His perspective reinforces the idea that learning functions must evolve beyond delivery to become enablers of organizational performance.
As organizations navigate ongoing change and technological disruption, this shift positions L&D as a critical partner in building capability, fostering alignment, and driving meaningful outcomes.
Listen to the episode here.
Ready to Work with Us?
Does your L&D team have more projects than people? At TrainingPros, we match organizations with experienced consultants who lead with strategy, so you can connect learning decisions to real business goals. We support teams across compliance, customer service, leadership and supervisory development, product knowledge, and sales, as well as information technology, software, and learning platforms. Whether you’re rethinking onboarding, scaling a program, or upgrading the tools behind it, we help you move from reactive delivery to results-driven capability building.
TrainingPros has been named a Top 20 Staffing Company internationally by Training Industry, and a Champion of Learning by the Association for Talent Development (ATD)—an international honor that reflects our dedication to excellence in corporate learning.
These accolades underscore TrainingPros’ unwavering commitment to delivering high-quality, tailored training solutions.
If your projects need instructional design consultants, eLearning developers, or other learning & development consultants for your custom content projects, reach out to one of our industry-expert relationship managers today.
When you have more projects than people™, let TrainingPros find the
right consultant to start your project with confidence.
