great leaders are great learners -...

GREAT LEADERS AREGREAT LEARNERS

Develop Agile Learners for Peak Performance

Chris DewarFaculty Director, Design, Delivery and Coaching

May 2017

Compelling Mission, Real Results

CCL serves 30,000+ leaders and 3,000+ organizations annually in 100+ countries from 10 offices and 12 affiliates.

CCL empowers 10,000+ men, women and youth annually at the grassroots level through Leadership Beyond Boundaries.

Top 10 Global Rankings in Financial Times and Bloomberg BusinessWeek and 98% Client Satisfaction

Developing Leaders Worldwide

Colorado Springs, Colorado

San Diego, California

Greensboro, North Carolina

Moscow, Russia Brussels, Belgium

New Delhi - NCR, India

Addis Ababa, EthiopiaSingapore

Johannesburg, South Africa

Shanghai, China

CCL has the largest managed network of leadership faculty and coaches in the world with nearly 1,000 professionals speaking 48 languages

Important Lessons from over 40 Years of Research

• People can learn, grow, and change.

• Self-awareness is the cornerstone of development.

• Creating a plan for your development greatly increases your odds for success.

• To implement sustainable change successfully organizations need direction, alignment and commitment (DAC)

• Transformation requires organizational focus on three core areas:

Strategy

Culture

Talent

What Matters Most to You?

Levels of ImpactHow do we work

with organizations?

Opening Discussions

The Lessons of Experience

The Fundamental Four and Learning Agility

Applying What You’ve Learned

Questions & Discussion

Agenda

You’re an experienced practitioner working in HR, L&D, Training, Talent Management, or Leadership Development.

One reason you’re here is to improve your own effectiveness as a leader.

Another reason is to increase your ability to influence your organization.

Expanding your network this week is helpful to you.

I’m making a few assumptions about you…

Business RealitiesWhich of the following are true for your organization?q We are in an industry that is undergoing rapid change.q Many of the problems we face are complex and ambiguous in nature.q Innovation is essential to our ongoing survival.q We require a steady pipeline of leaders to achieve sustainable success.q We have competitors that are capable of outmaneuvering us.q Entering new markets is critical to our growth.q We need to rapidly evolve our organizational culture.q We are losing margin and growth in our traditional lines of business.q We are increasingly affected by commoditization, regulation, globalization, etc.q We are in an industry/geography where competition for talent is intense.

Discuss one of these challenges your organization is facing with the person next to you and share and how you are trying to address it from the perspective of HR/Talent & Development.

The Lessons of Experience (LOE) Research

Experience is the best teacher.

The value of experience is universal.

Different experiences teach different things.

Some people learn more from experience than others.

The Lessons of Experience

Three Domains of Lessons

skills & perspectives to get work done

interpersonal & social savvy to connect with people

managing oneself: thoughts, emotions, actions & attitudes

Fifteen Types Of Experiences

Think about an experience you’ve had…

… that has had an important effect on how you lead.

What was the experience and what did you learn?

Think about an experience you’ve had… that has had an important effect on how you lead? What was it and what did you learn?

Key Developmental Experiences in Managerial Careers

Two Key Principles

It is important to reflect on lessons learned from experiences.Lessons are shifts in ….

Powerful experiences matter. Memorable experiences impact the way in which a person leads & manages …

KnowledgeSkill level

AttitudesBehavior

Values

Experience

Learning from experience is critical to how effective leaders develop

Organizations can intentionally develop leaders by providing them with (the right)

developmental experiences

Individuals can be given the skills to allow them to maximize what they learn (and

apply) from their experience

What does this mean for your organization?

Anatomy of A Learning Experience

Growth /Performance Recovery

Leveling Off - The Comfort Zone

Results of Prior

Learning

Learning Opportunity

Going Against the GrainStress and Discomfort

Performance Dip

Bunker & Webb (1992)

Lost Learning

Potential Learning Curve

Results of Prior

Learning

Decision to AvoidStress and Risk ofPerformance Drop

However…

Learning is a challenge.

Learning is a choice.

Part of learning is failing.

What does this mean for your organization?

Current Approaches to High Potentials

Discuss the following:

How does your organization currently approach the identification and development

of high potential talent?

What successes have you experienced with applying this approach?

What challenges have you experienced with applying this approach?

Traditional Learning

Clearly defined problem

Sufficient facts

“Best” or “Right” solution

Follow established practices

Answers questions

Traditional Learning vs. Adaptive (Agile) Learning

Adaptive (Agile) Learning

Ambiguously defined problem

Insufficient facts

Many possible solutions

Devise your own practices

Generates new questions

• Self-Awareness

Leadership Wisdom

Internalizing

Leadership Reputation

Rediscover Your Past

Sensemaking

Applying

Active Listening

Gathering Feedback

Delivering Feedback

Leadership Identity

Political Savvy

Seize Your Present Leadership Brand

Communicating Vision

Self-Promotion

Build & Maintain Trust

Leveraging Networks

Seeking

Shape Your Future

Leadership Wisdom

Internalizing

Leadership Reputation

Rediscover Your Past

Sensemaking

Applying

Active Listening

Gathering Feedback

Delivering Feedback

Leadership Identity

Political Savvy

Seize Your Present Leadership Brand

Communicating Vision

Self-Promotion

Build & Maintain Trust

Leveraging Networks

Seeking

Shape Your Future

Learning Agility - Definition

“Learning agility can be defined as:

• the ability

• and willingness to learn from experience

• and subsequently apply that learning to perform successfully under new or first-time conditions.”

- Swisher, Hallenbeck, Orr, Eichinger Lombardo & Capretta (2013)

Learning Agility

SeekingWillingness to immerse yourself in new and challengingsituations that broaden and expand your experiences.

Anatomy of A Learning Experience

Growth /Performance Recovery

Results of Prior

Learning

Learning Opportunity

Going Against the GrainStress and Discomfort

Performance Dip

SensemakingActive process of curiosity and experimentation to gain insightand perspective.

InternalizingSeeking feedback and reflecting in order to embed critical lessons.

ApplyingAccessing principles and rules of thumb from previous experiences and using them to navigate new and challenging situations.

Reflect on your ownlearning agility …

…how do you assessyourself in these 4 fundamental areas?

Complete the handout.

A Fluid and Seamless Process

Learning Agility & Career SuccessIndividuals high in learning agility:

Outperform peers

Learn new information more quickly

Learn how to interact more effectively

Adapt well to working globally

Get promoted more frequently

Are less likely to derail

Demonstrate high potential

Learning agility is a “life” skill.– It can benefit us in all aspects of our life– It can benefit us over the course of our life– It is, in part, a product of our experiences in life

Learning agility can be learned.

Anybody can learn it.

Think of learning agility like a muscle.

Learning Agility: Developing It & Maintaining It

Learning agility will …– Allow you to make the most of the experiences you have in life– Ensure that you are in a continuous state of learning and growth– Help you navigate new and difficult situations– Increase your contribution to your organisation– Benefit your long-term career success

Learning agility will not …– Make you immune to failure– Allow you to achieve every goal you set– Make you the “best” at something– Position you as the “go to” source for any problem that occurs

Learning Agility: Realities & Myths

Experience-Driven Talent Management

Organizations that Successfully Implement Experience-Driven Development do 5 Things

How has what you’ve learned in this session changed your thinking about leadership and talent in your organization?

What will you do differently as a result?

Takeaways

What should we discussfurther?

Experience Explorer. (2016). Greensboro, NC: Center for Creative Leadership.

Gurvis, G., McCauley, C., & Swofford, M. (2016). Putting experience at the center of talent management. Greensboro, NC: Center for Creative Leadership.

Hallenbeck, G. S. (2016). Learning agility: Unlock the Lessons of Experience. Greensboro, NC: Center for Creative Leadership.

Hallenbeck, G. S. (In press). Lead 4 Success: Four essential skills to fuel your leadership journey. Greensboro, NC: Center for Creative Leadership.

McCall, M. W., Jr., Lombardo, M. M., & Morrison, A. M. (1988). The lessons of experience: How successful executives develop on the job. New York, NY: The Free Press.

Additional Resources for Learning

Thank You!

Chris DewarMichelle Alejandrino

Please come visit usat the CCL table!

great leaders are great learners -...

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