Action Learning Is Not a Passive Experience

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The best and longest-lasting learning occurs when it is hands-on. The brain does not simply absorb new information and adopt new skills through exposure alone. That’s why we recommend action learning for leadership development. 

If the future of your organization depends upon the quality and capability of your leaders, don’t you want to give them every opportunity to develop the competencies that leadership requires? The better prepared they are, the less likely they are to make disastrous leadership mistakes.

In the action learning programs we deliver, we create scenarios and simulations that demonstrate some of the best practices of successful leaders. Program participants learn the importance of:

  • Saving a place for consistency
    Innovation is highly prized in today’s marketplace. New ideas and solutions should be encouraged. But not by sacrificing consistency in the systems and processes that underpin the organization. Leaders need to know how to achieve a balance between out-of-the-box thinking and the steadiness and reliability of a consistent brand, product quality and customer service.

  • Maintaining the company’s internal compass
    Most organizations have crafted their corporate Mission, Vision and Values to provide a strategic foundation. But few really adhere to living them. A company’s strategic foundations should define the way leaders and others in the company make their decisions day-to-day. Leaders who understand this are able to create a culture that promotes and sustains high integrity and performance.

  • Committing to a long-term corporate strategy
    We know that strategic clarity accounts for 31% of the difference between high and low performing organizations.  Designing a strategy is just the beginning. The challenge is in the implementation. The best leaders understand that, unless they show their absolute commitment to the company strategy, no one else in the company will. It requires discipline and an understanding of the difference between minor course corrections and major strategic shifts.

  • Establishing high performance culture of accountability
    For a high performing company, each and every employee should be clear on the expectations for success on their job and be held accountable for their performance. This includes the CEO to whom everyone looks for inspiration and behavior modeling.

Companies that hold their employees in high regard and consider them their competitive advantage provide development opportunities that support continuous learning. We highly approve. But do not overlook the importance of providing similar opportunities for your leaders as well.

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