Unconventional methods in international leadership development? by Sylwia Lewandowska-Akhvlediani If the business is changing so dramatically each day in a VUCA world, why are the leadership development methods not along with this process? Things are constantly changing. Business is constantly changing. We hear a lot about VUCA (volatility, uncertainty, complexity and ambiguity of general conditions and situations) as a short description of how it is now in the world. And indeed, there are new business models rising up, agile leadership can be an answer, more self-designed and self-managed organisations offering more purpose work opportunities, more remote teams being successful, more robots engaged, less people needed here and there, digital disruption where nobody really knows what it is all about and a lot of discussions between Elon Musk and Mark Zugerberg, for instance, if AI (Artificial Inteligence) can support the human kind or if it will lead to what we were watching passionate in Terminator in early 80’s? The concepts of what is constant or secure are changing. The managing methods that were created not so long ago,
Transcript
Unconventional methods in international leadership
development? by Sylwia Lewandowska-Akhvlediani
If the business is changing so dramatically each day in a VUCA world, why are the
leadership development methods not along with this process?
Things are constantly changing. Business is constantly changing. We hear a lot about VUCA
(volatility, uncertainty, complexity and ambiguity of general conditions and situations) as a
short description of how it is now in the world. And indeed, there are new business models
rising up, agile leadership can be an answer, more self-designed and self-managed
organisations offering more purpose work opportunities, more remote teams being successful,
more robots engaged, less people needed here and there, digital disruption where nobody
really knows what it is all about and a lot of discussions between Elon Musk and Mark
Zugerberg, for instance, if AI (Artificial Inteligence) can support the human kind or if it will lead
to what we were watching passionate in Terminator in early 80’s? The concepts of what is
constant or secure are changing. The managing methods that were created not so long ago,
seem to not having so much adequacy regarding the new challenges. Things who are
important for leaders or business owners are changing. New skills like – dealing with the
uncertainty, facilitating group processes (including conflicts), managing energy rather than
engagement, mindfullness and emotional intelligence or creative and community problem
solving, creating new products (like design thinking, stakeholders dialogue, crowdsourcing,
crowdfunding) and making sure people are able to transfer their experiences from different
contexts (parents�leaders) are the ones to be equiped so you can stand still when your head
is on fire (as I heared once)!
Why?
Then the question I ask myself is – why are the methods of delivering the training and
development opportunities not changing so much? I mean, of course, we have much more
room for coaching tools, facilitation technologies (eg. Open Space Technology), we dare to
be a bit more provocative than in the past but honestly, does this really offer a lasting impact
on a person and the organization?
We know from the research that we forget over 60% of the learned material on the second day
after the delivery, the next two days 80% and 99% when not applying the new skill or
knowledge. While most of the companies look for the better products to make their customers’
life easier, more pleasant, happier and healthier sometimes, WE (=Development Guides in a
role of a coach, trainer, facilitator, HR or Talent Managers, People or Wellbeing Officers,
Heads or Business Partners or in any other functions) should really keep in mind that this all
requires a set of new methods - and whats equally important is the mindset! WHY we want
something unconventional?
I asked some of the customers we’ve been working with developing the leaders worldwide*:
• Curiosity, we always think the same way, I can provoke kind of step back, free up,
• I rely on previous programs and still want to have a surprise moment, balance between
what’s new and experiment,
• Change, innovation and digitalisation make people think out of the box, we want this
from the people, I want to walk the talk, have it inside of me,
• I don’t want to offer standard trainings, want different set up, apply it in intercultural
setting as well,
• Have experience during the training, reflect, ask yourself, get bigger, broader
• HR meetings, forums and conferences to be a good form to try something new,
• Internal HR community meetings how to make them unconventional,
• Doing something different, demanding a lot of self-responsibility, it must be connected
to the purpose of the training – aha moment, curiosity that offers something to really
remember!
We agreed that WHY we really want it, is to have an IMPACT that LASTS on a leader and
the organization. While working internationally for the last 15 years in really different contexts,
I created a Personal Learning Model I am applying to all the development program I am
engaged which says:
you LEARN =
when something TOUCHES you
and you REALIZE something
and you MAKE a DECISION
to CHANGE the way you used to do things
This is really to underline that one learn and change only when something touches him or her
not my boss, nor HR but me.
What?
Having this in mind what does it really mean now to offer the learning space for leadership
programs? I asked myself and the group and the answer seems to be obvious
– leadership development programs should be a space
that offers the most opportunities to be touched –
Now, people differ, so you never know who will be in the program to say – well, John joins us
at 11.15, so there will be something for you to transform, or Anna comes for the afternoon
outdoor session as there will be „your” exercise. Thus, we need to create a space as a whole
– virtual space, physical space and the connection before and after, so people can come with
curiosity and willingness to contribute not only for themselves but also for the collective. And
remember, that the fact that you take a group outside of the training room but keep talking
does not mean that you will gain the lasting impact ;-)
From this perspective for me personally, it emerged that leadership is:
– co-creating and holding a space for people to be and act
from their highest potential, every day –
Working with my teams on specific projects or delivering an individual or group space I am in
such a way that is a partnership and presence, so the person I am working for will reach the
highest potential and will know how to fire it up every day (not just during the training ;-)).
How?
I know what’s on your mind now: Sylwiaaaaaa, please share how to co-create and hold a
space for people to be and act from their highest potential, every day? Don’t worry, this
is what I will do now as I put it in 10 rules.
1. 80% success is in preparation, 20% in execution.
Save 80% of the time for the preparation of the program, meeting or conference so you
can offer different opportunities to be touched.
2. Co-creation is a key.
Engage different stakeholders to co-create the space and learning experience (this I
show I name it instead of just a program). Don’t try to be the smartest one but use
crowdsourcing. This is how self-responsibility for growing starts.
3. Set some rules for the learning process.
Change and deep learning happen only when people feel safe to be vulnerable. Making
sure people co-create the rules together and live them during the program.
4. The balance between experience, reflection, and talking.
Equality in a learning process is important – we can learn as well as the ones we design
the programs for. Thus, you are not the only expert in the room but you offer the space
for the experts to go through something meaningful by doing, reflecting and sharing.
How many times were you touched by the story somebody shared? Make sure you
have time for that.
5. Use the time for transformation at the event or training not only after.
In a VUCA world I want to transform already during the program and not wait until I go
back to work or home. Thus, I want to experiment here and now, so make sure people
understand the intention and get ready for that!
6. Body-Mind-Heart connection.
Offer the experience that supports the connection of all three aspects of a human kind.
Concentrating too much on intellect only (what happens most) will not have a lasting
impact. Include movement and emotions - that makes the change!
7. Create curiosity and intrigue surrounding but not too wired.
Offering the space to be touched does not mean coming up with too strange exercises
or exercises that, instead of putting you out of your comfort zone, will put you in a fear
zone. If so - not much learning can be done! Keep it in mind.
8. Check your mindset first.
We want our people to be more innovative, agile and so on. The first question is: are
we the onse who are innovative, agile etc.? How do you walk the talk? How do you
grow yourself? You will not include new methods once you will not have your own
internal believes that it works. What holds you back?
9. Simplicity vs seriousness
I know that something that sounds so serious seems to be the smartest. But the
question is if the person really understands it, can she/he apply it later on? I prefer to
do less of the material but the one that can be applied instead of having an ego satisfied
to deliver something sounding so good. You know what I mean, right?
10. Let’s have some FUN!
You’ve probably heard the quote <<work hard, play hard>>. Some say that Millennials
made us act differently. I disagree as being around forty, working on complex
challenges, being a mum of two young ones, working internationally and being married
to someone who is also working internationally and a foreigner. This requires a lot of
creativity, agility and FUN unless I want to stay healthy and strong in my life ;-) The
same refers to the leaders we offer our space to, isn’t it? How can you invite a sense
of humor in the way you do things?
Who?
The last thing and - I would admit most important one - is who can co-create and hold a
space for people to be and act from their highest potential, every day?
What kind of skills and mindset does it really requires?
From my experience, holding this transformative space is a big thing. You need to be very self-
aware and mindful, so you feel and read what’s happening in the field. This requires not only
a great body-mind-heart connection of your own but also the ability to confront the reality, show
what is hidden, bring a shadow, witnessing the old passing and the new coming, setting some
rituals to celebrate it and work on the everyday habits to support it, depending on what the
group purpose is. It is more the work of facilitator or a coach than an old-way thinking trainer
or an expert. I call it leading in leadership development journey.
Methods and formats that can inspire you:
• welcome rituals
• cards and pictures
• lego blocks
• art and painting
• music, including live music
• movement and dance
• body work
• laughing yoga
• visualisation
• experiments
• challenge in public
• social responsible projects (CSR)
• self-designed reflection groups
• fuck up nights
• cabaret and show
• evening sessions
• concerts
• not hotel rooms anymore but nice pensions, development centers, coworking
spaces often used for start-ups
• no power point presentations
• no tables, circles
• transfer of learning – easy to use platforms for people to stay connected
Believe me, the sky is no longer a limit, so is designing the development opportunities.
Happy to discuss this by email or virtually.
Have fun and lasting impact on the work you are doing to support leaders worldwide create a
