Making the Leadership Journey Memorable

Today’s business world has greater competition, political uncertainty, unengaged employees, retiring “baby-boomer” leadership, quicker/smarter decision-making, and pressures to grow while becoming more efficient at the same time.  Proactive organizations often send leaders to highly rated training classes or give them access to a library of self-paced online learning.  The participants may return to their jobs inspired to change, but then “real work” happens, they forget most of what they learned and their leadership performance doesn’t improve.  What else can be done???

Becoming a great leader is a continuous learning process, not just a series of training events.  Why?  Two reasons:

The “forgetting curve”:  Our brains are wired to forget what we don’t use right away.  Neuro-science proves that we forget more than 50% of what we learn after just 1-day, if it is not reinforced.  (Ebbinghaus’ forgetting curve).  https://en.wikipedia.org/wiki/Forgetting_curve

70/20/10 Rule Morgan McCall, Michael M. Lombardo and Robert W. Eichinger working at the Center for Creative Leadership (CCL) originated the 70:20:10 ratio.  Based on a survey asking nearly 200 executives to self-report how they believed they learned, McCall, Lombardo and Eichinger’s surmised that:

Lessons learned by successful and effective managers are roughly:
•    70% from challenging assignments
•    20% from developmental relationships
•    10% from coursework and training

7-20-10 rule

Here are 11 tips to impact the 70/20 part of this development rule.

Before the training event:
1.    Discuss with your developing leader, what makes the best leaders in your organization so the training is relevant and they have ownership
2.    Use a scenario-based leadership assessment to identify leadership competency gaps for each individual leader
3.    Before the session discuss how the leader will apply it on-the-job; ask the leader to identify specific past challenges related to the training
4.    Attend the  program kick-off meeting to support your participant
5.    Ask what are the measurements of the program’s effectiveness in improving performance

After the training event:
1.    Have the participants complete and share their individual development plan- reinforce that they own their success
2.    Identify specific ways you will coach the leader as they work to improve specific leadership competencies
3.    Identify stretch assignments so the leaders can practice the competencies as they their “regular work”.
4.    Ask the leader for examples of what they are trying to change and give them feedback based on your observation of specific behaviors
5.    Suggest they observe/ talk with a peer who has a strength in the area they are trying to develop
6.    Participate in all requests associated with measuring the effectiveness of training
If you’re still not sure what coaching or on-the-job assignments would be best to develop specific leadership competencies or you are looking for a way to measure the effectiveness of developing your leaders- contact Anne Arundel Community College’s Corporate Training Group, your partner in performance improvement.  http://www.ctgaacc.com/

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