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Experience-Driven Leader Development: Models, Tools, Best Practices, and Advice for On-the-Job Development

Book Description

This book is written for human resource, organization development, and training professionals who need real-world best practices that show who actual workplace learning approaches work and how they can be applied. Co-published with the acclaimed Center for Creative Leadership, this important book offers a compendium of best practices, tools, techniques, processes, and other resource resources to harness the developmental power of work experiences for leadership development. In addition the book includes illustrative case studies of leadership approached that have worked in such forward thinking organizations as Boeing, Microsoft, and Heineken.

Table of Contents

  1. Cover
  2. Praise for Experience-Driven Leader Development
  3. About This Book
    1. Why Is This Topic Important?
    2. What Can You Achieve with This Book?
    3. How Is This Book Organized?
  4. Title page
  5. Copyright page
  6. List of Exhibits, Figures, and Tables
  7. Foreword
  8. Acknowledgments
  9. Introduction
    1. The Research Catalyst
    2. Sharing the Practice
  10. Section 1: Developmental Experiences: More Intentional for More People
    1. Section Introduction
    2. Equipping Employees to Pursue Developmental Experiences
      1. 1: Intensity and Stretch: The Drivers of On-the-Job Development
        1. The FrameBreaking Leadership Development Process
        2. Additional Applications of the FrameBreaking Model
      2. 2: A Leadership Experience Framework
        1. The Leadership Experience Framework
        2. Experiences Across Organizational Levels
        3. Conclusion
      3. 3: Identifying Development-in-Place Opportunities
      4. 4: Leadership Maps: Identifying Developmental Experiences in Any Organization
        1. Interviewing Senior Executives
        2. Conducting Leadership Workshops
        3. Mapping the Linkage
        4. Building the Toolkit
        5. Lessons Learned
      5. 5: Building Organization-Specific Knowledge About Key Developmental Experiences
        1. Creating the Model of Key Developmental Experiences
        2. Information Contained in the Book
        3. Converting the Book to Podcasts
        4. How the Book and Podcasts Are Being Used
        5. Lessons Learned
      6. 6: Expression of Interest: Making Sought-After Roles Visible
        1. The Approach
        2. Benefits and Challenges
      7. 7: Designing Part-Time Cross-Functional Experiences
        1. Lessons Learned
      8. 8: Creating Project Marketplaces
    3. Leveraging Existing Experiences for Learning
      1. 9: Leveraging the Developmental Power of Core Organizational Work
        1. Context
        2. The Practice
        3. Accelerating Leader Development
        4. Applying This Approach to Your Organization
      2. 10: Learning Transferable Skills Through Event Planning
      3. 11: Pinpointing: Matching Job Assignments to Employees
        1. Pinpointing Steps
        2. Making Pinpointing an Engaging and Valuable Experience for Senior Leaders
        3. Follow Up
      4. 12: Learning from Personal Life Experiences
        1. A Reflective Exercise
        2. Connecting to On-the-Job Development
    4. Creating New Developmental Experience
      1. 13: Strategic Corporate Assignments to Develop Emerging Market Leaders
        1. The Approach
        2. Impact
        3. Lessons Learned
      2. 14: Full-Time Strategic Projects for High Potentials
        1. The Process
        2. A Highly Selective Process
        3. Benefits and Return on Investment
        4. Continued Experimentation
        5. Keys to Success
      3. 15: A Personalized Rotation Program to Develop Future Leaders
        1. Context
        2. Program Design
        3. Integrated with the Business
        4. Initial Insights
      4. 16: Corporate Volunteerism as an Avenue for Leadership Development
        1. Identifying and Selecting Partners
        2. Conclusion
      5. 17: Developing Socially Responsible Global Leaders Through Service Projects
        1. Program Design
        2. Benefits
        3. Advice for Others
      6. 18: Stretch Assignments to Develop First-Time Supervisors
        1. Stretch Assignments
      7. 19: Executive Shadowing
        1. Lessons Learned
      8. 20: Leadership Fitness Challenge: Daily Exercise of the Leadership Muscle
        1. Lessons Learned
      9. 21: Using a Video-Case-Based Collaborative Approach in Leader Development
        1. Conclusion
      10. 22: Cross-Company Consortiums: Tackling Business Challenges and Developing Leaders Together
        1. Cross-Company Consortium Objectives and Benefits
        2. What to Consider When Starting a Consortium
        3. The Future of Self-Managed Cross-Company Consortiums
  11. Section 2: Leaders: Better Equipped to Learn from Experience
    1. Section Introduction
    2. Organizing Frameworks
      1. 23: Mindful Engagement: Learning to Learn from Experience
        1. Approach
        2. Action
        3. Reflection
        4. Concluding Thoughts
      2. 24: PARR: A Learning Model for Managers
        1. The PARR Model
        2. Implementing PARR at Kelly Services
        3. Potential Risks, Roadblocks, and Unintended Consequences
        4. Why PARR?
      3. 25: GPS•R: A Tool for Assessing Learning Readiness
        1. The GPS•R Profile
        2. GPS•R Interview
        3. Lessons Learned
    3. Learning Strategies and Tactics
      1. 26: Asking Questions to Foster Learning from Experience
        1. Phase 1: Before the Experience
        2. Phase 2: During the Experience
        3. Phase 3: After the Experience
        4. The Tool Development Process
        5. Application of the Tool
      2. 27: Using the Classroom to Create a Learning Orientation
        1. The Idea
        2. The Approach
        3. Preparation
        4. The Experience
        5. Lessons Learned
        6. Conclusion
      3. 28: Establishing a Learning Mindset
      4. 29: Tactics for Learning from Experience
        1. Background
      5. 30: Narrating Emotions to Enhance Learning
        1. The Who and What of Managing Emotions
        2. Self-Narration
        3. An Example of Self-Narration
        4. Final Insights
      6. 31: Proactive Feedback Seeking: The Power of Seeing Yourself as Others See You
        1. The Problem of Feedback Flow in Organizations
        2. The Value of Feedback Seeking
        3. Why Don't Leaders Seek More Feedback More Often?
        4. Promoting the Seeking of Feedback Among Leaders
        5. Tools to Promote the Seeking of Feedback
      7. 32: Feedback: Who, When, and How to Ask
        1. Who to Ask
        2. When to Ask
        3. How to Ask
        4. Some Final Observations
      8. 33: Micro-Feedback: A Tool for Real-Time Learning
        1. Keys to Success
    4. Reflection and Retention
      1. 34: Leadership Journeys: Intentional Reflection Experiences
        1. Initial Impact
        2. Three Key Factors
        3. Applying These Principles to Your Organization
        4. Questions We're Still Trying to Answer
      2. 35: After-Event Reviews: How to Structure Reflection Conversations
        1. AERs: A Four-Step Process of Structured Reflection
        2. Instructions for Conducting an AER
      3. 36: Scaffolding Reflection: What, So What, Now What?
        1. “What? So What? Now What?” Model
        2. Action Learning Case Story
        3. Individual Coaching Case Story
        4. Final Words
      4. 37: Life Journeys: Developing for the Future by Looking at the Past
        1. Phase One: Introduction, Preparation, and Getting Started (45 to 60 Minutes)
        2. Phase Two: Sharing (45 to 60 Minutes)
      5. 38: Strategies for Facilitating Learning from Experience
        1. Strategy 1: Transactional Facilitation
        2. Strategy 2: Socratic Facilitation
        3. Strategy 3: Dialogic Facilitation
        4. Key Differences Among Facilitation Strategies
      6. 39: Teachable Point of View: Learning to Lead by Teaching Others
        1. Elements of the Leadership Teachable Point of View
        2. Developing the Leadership Teachable Point of View
        3. Delivering the Leadership Teachable Point of View
        4. Challenges in Implementing the LTPOV Process
      7. 40: Implementation Intention: A Refinement to Leadership Development Goal Setting
        1. Implementation Intentions
        2. Leadership Development Implementation Intentions
        3. Implementation Intentions Research
        4. Conclusion
      8. 41: Twelve Questions for More Strategic Work and Learning
    5. Learning Communities and Support
      1. 42: Building a Board of Learning Advisors
        1. Activity 1: Designing a Developmental Network
        2. Activity 2: Creating a Board of Advisors
        3. Lessons Learned
      2. 43: Building a Learning Community Through Reflection and Experimentation
        1. Designing RLIx: Building a Foundation for Reflection
        2. Identifying the Participants and Groups
        3. Implementing RLIx
        4. Lessons Learned
        5. Building Your Own RLIx
      3. 44: Using Communities of Practice to Cultivate Leaders of Integrity
        1. Cultivating Leaders of Integrity Through Communities of Practice
      4. 45: CompanyCommand: A Peer-to-Peer Learning Forum
        1. If They Build It, They Will Come
        2. Create a Core Team
        3. Forum Core Purpose = Practitioner Effectiveness
        4. Practice the Three Cs of Forum Facilitation: Connection, Conversations, and Content
        5. Focus on Continuously Developing the Three Architectures
        6. Identity Is the Pathway to Vibrant Participation
        7. Blend Virtual and Face to Face
        8. Establish a Rhythm
      5. 46: Virtual Roundtables: Using Technology to Build Learning Communities
        1. How the Process Works
        2. Three Phases of the Virtual Roundtable Conversation
        3. Successes
        4. Lessons Learned
  12. Section 3: Human Resource Systems: Designed for Experience-Driven Development
    1. Section Introduction
    2. 47: Integrated Talent Management and Experience-Based Development
      1. Where to Start
      2. Talent Management at the Grameen Foundation
      3. Lessons Learned
      4. Final Thoughts
      5. Acknowledgments
    3. Selection and On-Boarding
      1. 48: Identifying and Assessing for Learning Ability
        1. Assessing Leaders' Learning Ability
        2. Lessons Learned
      2. 49: On-the-Job Development That Starts on Day One
        1. Partnering to Craft a Development Plan
        2. Post-Experience Learning Transfer
      3. 50: New Leader Assimilation
      4. 51: Virtual On-Boarding
    4. Managers as Developers
      1. 52: Leaders Coaching Leaders: Cascading Leadership Development Through the Organization
        1. Underlying Concepts
        2. From “Captains to Coaches” in the Tata Group
        3. Institutionalizing Coaching at National Grid
        4. Conclusion
      2. 53: An Exercise for Managers: Developing Talent Through Assignments
        1. Steps in Using the Case
        2. A Final Note
      3. 54: Performance and Development Through Conversation
        1. Practical Solution 1: Talk About the Conversation Gap
        2. Practical Solution 2: Provide a Simple Structure for a Conversation
        3. Bringing It All Together
    5. Performance Management
      1. 55: Performance Management and Leadership Development: Paradox or Potential?
        1. The Natural Tension
        2. The Impact of Tension on Processes
        3. Managing Polarities
        4. Development and Performance: Creating a Both/And Culture
      2. 56: Performance Management Catalysts for Experience-Driven Development
        1. Performance Management Systems That Drive Development
        2. Lessons Learned
    6. Training, Development, and Beyond
      1. 57: Training and Experience-Driven Development
      2. 58: Bringing the Real World into the Classroom
        1. Four Steps to Experiential Activity Design
        2. Leadership Experiences in the Classroom
        3. Conclusion
      3. 59: Cultivating Learning Agility: Lessons from the Microfinance Sector
        1. The Need
        2. The Approach
        3. Tools
        4. Lessons Learned
      4. 60: HoTspots (HubsOfTraining): A Blended Group Learning Solution to Extend Traditional Training
      5. 61: Building Experience into Simulations
        1. Leadership Development
        2. Key Design Principles
        3. The Evolution of Our Thinking
      6. 62: Mentoring: Building Leaders in Powerful Developmental Relationships
        1. The Problem with Just Hoping It Will Happen
        2. How to Craft and Implement a Mentoring Program
        3. Building a Structured Mentoring Program
        4. What If Our Resources Are Insufficient to Build a Structured Mentoring Program?
        5. Final Thoughts
    7. Action Learning
      1. 63: Business-Driven Action Learning
        1. Crafting the Business Challenge
        2. Identifying Personal Challenges
        3. Some Things That Could Go Wrong
        4. BDAL Success Factors and Lessons Learned
      2. 64: Action Learning with Community-Based Nonprofits
        1. Our Approach
        2. Lessons Learned
        3. Summary
      3. 65: Better Together: Building Learning Coalitions Across Organizations
        1. Developing the Consortium
        2. Design Considerations
        3. Action Learning
        4. What the Participants Learned
        5. What the Developers Learned
      4. 66: Communities of Practice: Building and Sustaining Global Learning Communities
        1. Origins
        2. Structure and Operating Guidelines
        3. Content and Format
        4. Post–Global Forum Community Collaboration and Cooperation
    8. Succession Management
      1. 67: Succession Planning: Developing General Managers Through Experience
        1. Create Taxonomy of Critical Experiences
        2. Develop a Talent Review Template
        3. Lessons Learned
      2. 68: Building Breadth and Depth Through Experience
        1. Building Breadth
        2. Building Depth
      3. 69: Profiles for Success: Building a Framework for Internal Transitions
      4. 70: Hot Jobs-Hot People: Sharing Leadership Talent Across Organizations
        1. How It Works
        2. Emphasizing Some Tips
      5. 71: Multicultural Women in the Pipeline: Finding Hidden Treasure
        1. Causes for the Pipeline Void
        2. The Hidden Jewels: Multicultural Women
        3. Creating a More Inclusive Pipeline
  13. Section 4: The Organization: Enabler of Experience-Driven Development
    1. Section Introduction
    2. Frameworks for Assessing Organizations
      1. 72: Organizational Climate for Development
      2. 73: Creating the “and” Organization: Seeing Leadership Development as a Key Strategic Issue
        1. Three Vital Components
        2. Assess Your Organization
    3. Designing Tools for Widespread Use
      1. 74: Leading from Where You Are
        1. Strategic
        2. Systemic
        3. Simple
        4. Sneeze-Able
        5. Sustainable
        6. Final Thoughts
      2. 75: My Needs, Their Needs: Designing High-Value Development Tools
        1. Who Owns My Information?
        2. Where and How Am I Learning?
        3. How Much Is Too Much?
        4. From Questions to Strategies
        5. Business Implications
        6. Individual Implications
        7. Lessons Learned
      3. 76: Built to Last: Sustainable On-the-Job Development Interventions for the Entire Organization
        1. Organizational Characteristics
        2. Intervention Characteristics
        3. Leader Characteristics
        4. Final Thoughts
    4. Influencing Organizational Leaders
      1. 77: Building Support for Experience-Based Development
        1. One Leader at a Time: The Chance Encounter
        2. Succession Planning as an EBD Opportunity
      2. 78: The Power of Stories in Leadership Development
        1. The Power of Stories and Quotes
        2. How to Use Stories and Quotes
      3. 79: Assessing Learning's Impact on Careers
        1. Internal Labor Markets
        2. Case Example: Learning in an ILM Framework
        3. Conclusion
      4. 80: Teaching Senior Leaders the Dynamics of Derailment
        1. The Dynamics of Derailment
        2. Getting the Attention of Senior Leaders
    5. Solutions to Specific Obstacles
      1. 81: Strengthening Executive Mobility
        1. The Benefits and Current Use of Mobility
        2. Barriers to Mobility
        3. Options for Increasing Mobility
        4. Conclusion
      2. 82: Talent Ecosystems: Building Talent Through Strategic Partnerships
  14. Conclusion
  15. Contributing Authors
  16. About the Center for Creative Leadership
  17. Index