©2016 Center for Creative Leadership. All Rights Reserved. CVD10032016
GREAT LEADERS AREGREAT LEARNERS
Develop Agile Learners for Peak Performance
Chris DewarFaculty Director, Design, Delivery and Coaching
May 2017
©2016 Center for Creative Leadership. All rights reserved.
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
©2016 Center for Creative Leadership. All rights reserved.
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
©2016 Center for Creative Leadership. All rights reserved.
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
©2016 Center for Creative Leadership. All rights reserved.
What Matters Most to You?
Levels of ImpactHow do we work
with organizations?
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Opening Discussions
The Lessons of Experience
The Fundamental Four and Learning Agility
Applying What You’ve Learned
Questions & Discussion
Agenda
©2016 Center for Creative Leadership. All rights reserved.
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…
©2016 Center for Creative Leadership. All rights reserved.
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.
©2016 Center for Creative Leadership. All rights reserved.
The Lessons of Experience (LOE) Research
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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
©2016 Center for Creative Leadership. All rights reserved.
Three Domains of Lessons
W
P
S
skills & perspectives to get work done
interpersonal & social savvy to connect with people
managing oneself: thoughts, emotions, actions & attitudes
©2016 Center for Creative Leadership. All rights reserved.
Fifteen Types Of Experiences
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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?
©2016 Center for Creative Leadership. All rights reserved.
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?
©2016 Center for Creative Leadership. All rights reserved.
Key Developmental Experiences in Managerial Careers
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©2016 Center for Creative Leadership. All rights reserved.
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
Experience
©2016 Center for Creative Leadership. All rights reserved.
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?
©2016 Center for Creative Leadership. All rights reserved.
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)
©2016 Center for Creative Leadership. All rights reserved.
Lost Learning
Potential Learning Curve
Results of Prior
Learning
Leveling Off - The Comfort Zone
Decision to AvoidStress and Risk ofPerformance Drop
However…
Bunker & Webb (1992)
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Learning is a challenge.
Learning is a choice.
Part of learning is failing.
What does this mean for your organization?
©2016 Center for Creative Leadership. All rights reserved.
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?
©2016 Center for Creative Leadership. All rights reserved.
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
©2016 Center for Creative Leadership. All rights reserved.
©2016 Center for Creative Leadership. All rights reserved.
• Self-Awareness
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©2016 Center for Creative Leadership. All rights reserved.©2016 Center for Creative Leadership. All rights reserved.
©2016 Center for Creative Leadership. All rights reserved.
©2016 Center for Creative Leadership. All rights reserved.
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
©2016 Center for Creative Leadership. All rights reserved.
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
©2016 Center for Creative Leadership. All rights reserved.
©2016 Center for Creative Leadership. All rights reserved.
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)
©2016 Center for Creative Leadership. All rights reserved.
Learning Agility
SeekingWillingness to immerse yourself in new and challengingsituations that broaden and expand your experiences.
©2016 Center for Creative Leadership. All rights reserved.
©2016 Center for Creative Leadership. All Rights Reserved. CVD10032016
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)
SensemakingActive process of curiosity and experimentation to gain insightand perspective.
©2016 Center for Creative Leadership. All rights reserved.
InternalizingSeeking feedback and reflecting in order to embed critical lessons.
©2016 Center for Creative Leadership. All rights reserved.
ApplyingAccessing principles and rules of thumb from previous experiences and using them to navigate new and challenging situations.
©2016 Center for Creative Leadership. All rights reserved.
©2016 Center for Creative Leadership. All Rights Reserved. CVD10032016
Reflect on your ownlearning agility …
…how do you assessyourself in these 4 fundamental areas?
Complete the handout.
©2016 Center for Creative Leadership. All Rights Reserved. CVD10032016
A Fluid and Seamless Process
©2016 Center for Creative Leadership. All rights reserved.
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
©2016 Center for Creative Leadership. All rights reserved.
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
©2016 Center for Creative Leadership. All rights reserved.
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
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Experience-Driven Talent Management
©2016 Center for Creative Leadership. All rights reserved.
Organizations that Successfully Implement Experience-Driven Development do 5 Things
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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
©2016 Center for Creative Leadership. All rights reserved.
What should we discussfurther?
©2016 Center for Creative Leadership. All rights reserved.
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
©2016 Center for Creative Leadership. All rights reserved.
Thank You!
Chris DewarMichelle Alejandrino
Please come visit usat the CCL table!