The ABC’s of Good Action Learning Leadership Development

Volumes have been written about how to be a good manager. But when all the words have been analyzed and digested, they boil down to three basic tenets of good management that should be incorporated into all action learning leadership development programs for managers:

A.    Good managers have earned the trust of their team. They are trustworthy because they have integrity, they have the ability to lead their team to achieve agreed-upon goals, and they do what they say they will do.

B.    Good managers respect their team…as individuals and as a whole. They appreciate the strengths each member brings and foster an environment where differences are valued, not maligned. They recognize that, in order to gain the commitment of each member, an effective team needs a clearly articulated goal.

C.    Good managers look beyond their team. Just as team members must work together to get things done, managers must network throughout the organization to ensure that their team has the cooperation and support, enterprise-wide, that they need to function effectively.

What Is Action Learning Leadership Development?

Action Learning and Leadership Development as a concept originated in the 1940s.

It was introduced by Kurt Lewin, a German-American social psychologist and one of the first to study group dynamics and organizational development. He talked about action research as a reflective process led by individuals working with others in teams to improve the way they address important issues and solve critical problems. The problem solving group plans, acts, and reviews the results of their actions…and so begins a repetitive cycle of continuous improvement of ten called the wheel of learning.

In the workplace today, the pattern is much the same as that initiated by Lewin at MIT. Typically a team will be led by a trained facilitator to identify a critical problem. Together they will analyze the root cause, plan steps toward solution, and then meet regularly to evaluate success or failure and adjust their actions as needed.

Action learning is becoming a popular way to accomplish a variety of objectives beyond solving the initial problem…it also helps improve the performance of the participants, promotes their experiential learning, and enhances a corporation’s ability to adapt to change.

Action Learning Is Not Just for Executives Any More

Though Action Learning and Leadership Development began in Belgium as a process for executives to solve problems, it has become much more egalitarian of late…and with good reason. Why? Because it works.

With change happening ever faster, successful corporations have had to address challenges and adapt to the shifting landscape with greater and greater speed. As the need for timely intervention grows, executives need to rely on others in the organization with multiple competencies to help.

This is a perfect fit for action learning as it most often does not have a designated leader but, instead, a self-directed work team aligned with critical leadership imperatives. The cooperative effort of employees from varied functions can be much more effective than that of a single director in finding solutions because they have diverse ways of addressing issues. There is not one tired approach but a fresh look at the problem from many different perspectives. The solutions offered can then be sifted through and tested by the team and, in the process, they learn from one another.

Are your targets learners developing their skills while working on and solving real life problems?

Is Action Learning Just a Leadership Development Fad?

Is leadership action learning here to stay?

In the learning and development field, trends, tools, and techniques come and go. Currently, the term, action learning, is heard more and more often. What is it and what can it do for you and your leaders?

Action learning is an approach to solving real problems together in real time. The problem is defined, discussed, and appropriate action is taken. Next the group reviews, presents and reflects upon the process and the results.

The benefits of the leadership action learning technique are not just temporary in solving real and current problems. Done right, the benefits are systemic and long-lasting in terms of leadership and team development in three key areas:

1. Trust and Respect. Team members build mutually respectful working relationships at all levels
   
   
2. Confidence and Competence. Participants develop confidence in their leaders and competence as team members
   
   
3. Continuous Improvement. Individually and as a whole, team members adhere to the continuous learning concept of reflection for the purpose of future improvement

Not just a fad, action learning is an accelerated learning tool with long-term benefits for leaders and the entire organization.

With Action Learning - The Whole is Greater than the Parts

You can have both.

Leadership action learning takes advantage of diversified talent to develop leadership bench strength and solve important strategic problems at the same time.

This principle is at the core of action learning whereby you assemble a group with varied strengths who gather regularly to address and find the answers to real and current problems while improving core skills. At the core, action learning is learning by doing.

Conceptually, how does it work?

1. Gather together a team with complementary skills and expertise.
   
   
2. Define the problem(s)/ goal(s), sort out the issues, and agree upon action steps.
   
   
3. Begin the work that was outlined by the group with clear success metrics, roles, and development objectives.
   
   
4. Meet again as a team to report on progress, discuss what worked and what did not, and identify next steps. Keep records for future reference.
   
   
5. Get expert coaching and support, repeat the cycle until the problem is solved and the goals are realized.

With a select, multi-skilled team working on real issues on a regular basis, solutions will be implemented faster and more effectively than by parceling out problems to narrow-band individuals.

Recognize and Adapt to Increase Influence

Bad communication generally leads to unhappy people and unproductive behavior - the exact opposite of what you are trying to accomplish as a leader.

Understanding what makes people tick and adapting your leadership style accordingly can help you to influence, communicate, and manage others (both up and down) more effectively. Once you become adept at identifying key styles around you, your ability to influence, communicate, and make an impact increases significantly. Here are four to be aware of:

1. Chart-the-Course (Directing/Responding). The theme of this style is having a course of action to follow. People of this nature have a pressing need to anticipate. The hallmark of this style is creating plans or points of reference that ensure that projects achieve the desired result.
   
   
2. Behind-the-Scenes (Informing/Responding). The theme of this style is getting the best result possible. People of this nature have a pressing need to integrate information and accommodate multiple inputs. The hallmark of this style is patience for sticking with a project to deliver the optimum result.
   
   
3. In-Charge (Directing/Initiating). The theme of this style is getting things accomplished. People of this nature are results-focused. They keep things on track in an efficient fashion. The hallmark of this style is a driving energy that moves them into action to lead the group to an achievable result.
   
   
4. Get-Things-Going (Informing/Initiating). The theme of this style is persuading and involving others. People of this nature have a pressing need to inspire others to move into action. The hallmark of this style is a contagious enthusiasm that encourages and motivates participation to deliver an embraced result.

4 Steps - Successful Coaching Is Intrinsic to Successful Leadership

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