BROADER VIEW
CCL research has found that a significant portion of executive development results from experiences as varied as running community organizations, raising a family, leading a nonprofit, and juggling the demands of disparate sets of responsibilities. These experiences bring a broader view of the world and force people to work with increasingly diverse groups—extremely valuable factors in executive-level learning and development.
In a business and political environment that is what the U.S. Army calls VUCA (volatile, uncertain, complex, and ambiguous), choosing among candidates is at best a bet on the future. What may be more significant than specific experiences is an individual's potential to learn from experiences and appropriately ...
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