Christian Whamond. Key Leadership. Executive coach
Christian Whamond - 0408 322 176
  • Home page
  • Resume
    • Career Summary
    • Education
    • Reference's
    • Personal
    • Documents
  • Leadership
    • Effective Leadership
  • Learnings
  • Referance Material
  • Social Profile's
    • DiSC
    • 360 degree feedback
    • Hogan Profile

Leaders learn, develop and grow

18/11/2013

Comments

 
Leadership determines an enterprise and team’s level of effectiveness. The more you seek to achieve the greater the demand for leadership. Hence the reason for the huge need for leaders during these fast changing times. The lack of leadership restricts what can be accomplished. Enterprises are limited today by a lack of leadership more than any other resource.

The good news is that leaders are made, not born. Therefore we all can develop our leadership ability. To grow we need to raise our leadership effectiveness through learning and development.

The 70:20:10 model is a simple approach to guide the development of leaders based on research by various researchers at the Center for Creative Leadership (CCL). This model suggest that a single focus on formal training is insufficient for the development of leaders. That formal training represents only a small fraction of how people learn and develop. The model shows that effective leadership development combines formal training, developmental relationships and learning experiences.

The 70:20:10 model recognises that a blend of learning elements – working together – results in effective leadership development. The framework suggests that effective leadership development programs are structured as follows:

  • 70% from challenging assignments – real life and on-the-job experiences, tasks and problem solving.
  • 20% from developmental relationships - feedback and working with and observing role models.
  • 10% from courses and training - formal development and reading
It turns out that leadership development is largely an experiential process. The leadership skills we develop are primarily learnt through experience, not formal classroom training. This is supported by how many of the worlds greatest leaders have developed – from Martin Luther King, Jr. through to Nelson Mandela. Many of these leaders were formed, shaped and recognised during times of crisis or adversity. In business – as in life – we learn most by doing.

It’s important to recognise that this is a reference model and not a formula or recipe. The numbers are not a ridged formula. The insight here is not in the absolute percentages, but rather the emphasis placed on feedback, mentoring, social and experiential learning as part of developing leadership. This is not to say that formal learning is of no use, it certainly has it’s place, but it’s not the complete answer.

1. Leaders Learn From Challenging Assignments Leaders learn from challenging assignments. Leaders learn by doing. Leaders learn through purposeful practice. One of the most powerful ways of learning is through stretch assignments, these are assignments that demand we step outside our comfort zone. Challenging assignments can include the following:

  • The expansion of roles and responsibilities
  • An increase in decision making authority
  • Dealing with change and diversity
  • Working on new and innovative projects and initiatives
  • Building new teams and capabilities
  • Turning around a troubled project or business unit
  • Leading cross-functional teams
  • Working in a different industry or country
All of the above assignments challenge and stretch us, they challenge our thinking and demand that we develop new skills and behaviours for success.

Leaders learn by taking time to reflect their life experiences. Our experiences shape us and if we learn from our life experience we grow. Learning from life experience requires us to develop a regular practice of reflection. Reflection is simply a quiet time, purposefully set aside, to cast our minds back and think about the events of the day or past week, with the intention of learning. By asking questions such as “what happened?”, “how we reacted?” and “what should we do differently next time”, we learn valuable lessons.

2. Leaders Learn From Developmental Relationships As people we learn with and through others – learning is social. This means that we learn through personal interaction and conversation. Leaders encourage learning by creating an environment where people work in teams and take advantage of the social aspects of learning. Encouraging teams to talk, share experiences and best practice accelerates learning. So make sure people are wiring and talking together rather than working alone.

Leaders learn from others. We learn from discussions and feedback we receive from relationships and conversations with other leaders. The feedback and insights we gain from these relationships is another source of learning and development. Effective leaders cultivate relationships with other leaders and use these relationships to discuss challenges they face and receive feedback on their behaviour.

Developing relationships with coaches and mentors is another source of learning. We all need mentors and coaches in our lives – preferably more than one. Leaders develop wisdom by seeking advices and counsel from those who are more experienced. Specifically those who have experienced the journey of life and have a good understanding of human nature.

Here are some ways that we can encourage developmental relationships:

  • Create opportunities to work together in small teams for new initiatives where teams members can learn from each other.
  • Encourage collaboration and working across traditional enterprise functions and boundaries.
  • Identify opportunities for experts to work with and share work assignments with others.
  • Encourage coaching as an approach for the development of future leaders.
  • Create meetings for people to gather and share their best practices and experiences.
  • Establish and nurture communities of practice to capture and share learning.
  • Create space to debrief and reflect on what’s working, what could be improved and what should be stopped.
3. Leaders Learn from Formal Training Formal learning occurs through courses, training, seminars, and workshops. The goal of formal training is to change thinking and behaviours. Sadly formal training does not always result in changed behaviour. This is because effective learning requires a combination of formal training, developmental relationships and challenging assignments for maximum effect.

Leaders can gain a lot of leadership insight and knowledge from reading and digesting great books. It’s important however to remember – when reading for personal development – to focus on digesting and applying what we read.

Next Steps Thoughtfully combining these three types of learning helps to accelerate the growth and development of leaders. Continuous learning and development is key to lifting the lid of leadership in our lives – increasing effectiveness – growing our teams and organisations.

Developing Ourselves

Leaders need to learn and grow continuously. The 70:20:10 model can be applied to our own personal development as leaders. Effective leaders use these three elements to enhance their leadership skills.

  • In what areas do you need formal learning to enhanced your leadership?
  • Who can assist you in learning and acquiring these new skills?
  • How can you apply your learning? What experiences will help?
Developing Others

It’s when we combine all the three different ways of learning and implement them together that we develop leaders effectively. Leaders the 70:20:10 model to develop others in the following ways:

  • Leaders look for opportunities to shape the experience of those on their teams.
  • Leaders use questions to help their teams reflect, learn and grow.
  • Leaders use every project and initiative as a learning opportunity for their team.
  • Leaders combine formal learning, developmental relationships and challenging assignments  to maximise learning.
  • Leaders act as coach and mentor for their teams.
Comments

    RSS Feed

    Archives

    March 2015
    January 2015
    July 2014
    June 2014
    May 2014
    April 2014
    March 2014
    February 2014
    January 2014
    December 2013
    November 2013
    October 2013
    September 2013
    August 2013
    July 2013
    June 2013
    May 2013
    April 2013
    March 2013
    February 2013
    January 2013
    December 2012
    November 2012
    October 2012
    September 2012
    August 2012
    July 2012
    June 2012
    May 2012
    April 2012
    March 2012
    February 2012
    January 2012
    December 2011
    November 2011
    October 2011
    September 2011
    August 2011
    May 2011
    April 2011
    March 2011
    February 2011
    January 2011
    December 2010
    November 2010
    October 2010
    September 2010
    August 2010
    July 2010
    June 2010
    May 2010
    April 2010

    Categories

    All
    7 Habits
    Abraham Lincoln
    Abuse Power
    Abusive
    Accountable
    Achievable
    Achieve
    Action Plan
    Adaptability
    Alexander Graham Bell
    Ambition
    Ambitions
    Angry
    Annual Reviews
    Apologize
    Apple
    Approval
    Attitudes
    Axioms
    Bad Behaviors
    Bad Boss
    Basic Principles.
    Behavior
    Believe
    Boss
    Bully
    Bureaucracy
    Burn Out
    Busy
    Candor
    Care
    Career
    Career Development
    Cause
    Ceo
    Challenges
    Challenging
    Change
    Chaos
    Character
    Charisma
    Checklist
    Childhood
    Christmas
    Churchill
    Clock Builder
    Coaching
    Coaching Action Plan
    Coca Cola
    Cold Call
    Colin Powell
    Colorose
    Commitment
    Communicate
    Communication
    Communicators
    Competence
    Competition
    Competitors
    Conflict
    Confrontation
    Connect
    Connectivity
    Consistency
    Conversation
    Courage
    Courageous
    Creativity
    Credibility
    Criticism
    Culture
    Customer
    Customers
    Dalai Lama
    Dale Carnegie
    David Thodey
    Decision Maker
    Decisions
    Decisiveness
    Dedicated
    Delayering
    Delegation
    Developing
    Development
    Differentiation
    Difficult Employee
    Dilutions
    Diplomacy
    Disc
    Discipline
    Discouraged
    Doers
    Dream
    Effective
    Effectiveness
    Effective People
    Ego
    Emerging Leaders
    Emotional
    Emotions
    Employees
    Employment
    Empower
    Empowering Leader
    Empowerment
    Enemies
    Engage
    Engagement
    Enthusiasm
    Entrepreneurs
    Ethical
    Ethics
    Expect
    Expectations
    Experts
    Facebook
    Fear
    Feedback
    Firing Someone
    Focus
    Foundation
    Friends
    Friendship
    Game
    Geniuses
    George Washington
    Goals
    Google
    Gospa
    Gossip
    Growth
    Habit
    Harvard
    Helping
    Hobbies
    Honesty
    Hope
    Horstman's Laws
    House
    Hr
    Humility
    Idea
    Idea's
    Identity
    Influence
    Insanity
    Inspiration
    Inspire
    Jack Welch
    Jim Collins
    Jim Rohn
    Job Performance
    Job Satisfaction
    Job Seekers
    John Maxwell
    Lead By Example
    Leader
    Leaderning
    Leaders
    Leadership
    Leadership Qualities
    Leading
    Learn
    Learning
    Legacy
    Lessons
    Lessons Life Taught
    Listening
    Lou Holtz
    Love
    Loyality
    Management
    Manager
    Managers
    Managing
    Managing Up624f2380c5
    Manipulative
    Marketing
    Mark Twain
    Martin Luther King Jr
    Meaning
    Meeting
    Mentoring
    Micromanages
    Mission
    Mission Statement
    Mistake
    Mistakes
    Moodiness
    Motivate
    Motivation
    Multidimensionality
    Myers Briggs
    Network
    One On Ones
    Opportunities
    Oprah
    Organization
    Organizational Commitment
    Organizations
    Overachievers
    Passion
    Passionate
    Passiveaggressive4cb939360a
    Pattom
    People
    Performance
    Performance Management
    Persistence
    Persuasive
    Peter Drucker
    Petty People
    Pip
    Pitch
    Planning
    Poor Performers
    Positive Attitudes
    Positive Leadership
    Power
    Prepair
    Pride
    Priorities
    Proactive
    Productivity
    Professional
    Promote
    Purpose
    Pursuit
    Push Back
    Quotes
    Recognize
    Relationships
    Reputation
    Respect
    Responsibility
    Resume
    Richard Austin
    Ridge
    Risk
    Roosevelt
    Sacrafice
    Sacrifices
    Sales
    Sales Team
    Secrets
    Selfconfidence
    Selfconfidenceef32ab1bf4
    Selfmasteryb72a7fe0f0
    Selling
    Simon Inek
    Simplicity
    Six Sigma
    Skills
    Smart Goals
    Smile
    Social Media
    Sorry
    Speaking
    Staff
    Staff Meeting
    Star Performer
    Start
    Stephen R Covey
    Steve Jobs
    Stress
    Success
    Succession Planning
    Support
    Tact
    Tasks
    Team
    Team Leader
    Teams
    Team Work
    Technology
    Thankyou
    Theodore Roosevelt
    The Truth About Leadership
    Thomas Jefferson
    Thought
    Tim Cook
    Time Management
    To Do
    Todo List86df8ef42f
    True Selves
    Trust
    Truth
    Twitter
    Uncertainty
    Value
    Valuebased Leadership
    Value Proposition
    Values
    Vision
    Visionary Company
    Visulizing
    Who We Are
    Why
    Willingness To Sacrifice
    Willingness To Take Risks
    Win
    Winners
    Winning
    Win People
    Win-win
    Wisdom
    Wise
    Work
    Work Life Balance
    Workplace
    Worry
    Yes-men

    RSS Feed

    Picture
    Christian Whamond
Powered by Create your own unique website with customizable templates.