book

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

by Cynthia D. McCauley, D. Scott Derue, Paul R. Yost, Sylvester Taylor

November 2013

Beginner

608 pages

16h 29m

English

Jossey-Bass

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Cover
Praise for Experience-Driven Leader Development
About This Book
Why Is This Topic Important?What Can You Achieve with This Book?How Is This Book Organized?
Title page
Copyright page
List of Exhibits, Figures, and Tables
Foreword
Acknowledgments
Introduction
The Research CatalystSharing the Practice
Section 1: Developmental Experiences: More Intentional for More People
Section Introduction

Equipping Employees to Pursue Developmental Experiences
1: Intensity and Stretch: The Drivers of On-the-Job DevelopmentThe FrameBreaking Leadership Development ProcessAdditional Applications of the FrameBreaking Model
2: A Leadership Experience Framework
The Leadership Experience FrameworkExperiences Across Organizational LevelsConclusion
3: Identifying Development-in-Place Opportunities
4: Leadership Maps: Identifying Developmental Experiences in Any Organization
Interviewing Senior ExecutivesConducting Leadership WorkshopsMapping the LinkageBuilding the ToolkitLessons Learned
5: Building Organization-Specific Knowledge About Key Developmental Experiences
Creating the Model of Key Developmental ExperiencesInformation Contained in the BookConverting the Book to PodcastsHow the Book and Podcasts Are Being UsedLessons Learned
6: Expression of Interest: Making Sought-After Roles Visible
The ApproachBenefits and Challenges
7: Designing Part-Time Cross-Functional Experiences
Lessons Learned
8: Creating Project Marketplaces
Leveraging Existing Experiences for Learning
9: Leveraging the Developmental Power of Core Organizational WorkContextThe PracticeAccelerating Leader DevelopmentApplying This Approach to Your Organization
10: Learning Transferable Skills Through Event Planning
11: Pinpointing: Matching Job Assignments to Employees
Pinpointing StepsMaking Pinpointing an Engaging and Valuable Experience for Senior LeadersFollow Up
12: Learning from Personal Life Experiences
A Reflective ExerciseConnecting to On-the-Job Development
Creating New Developmental Experience
13: Strategic Corporate Assignments to Develop Emerging Market LeadersThe ApproachImpactLessons Learned
14: Full-Time Strategic Projects for High Potentials
The ProcessA Highly Selective ProcessBenefits and Return on InvestmentContinued ExperimentationKeys to Success
15: A Personalized Rotation Program to Develop Future Leaders
ContextProgram DesignIntegrated with the BusinessInitial Insights
16: Corporate Volunteerism as an Avenue for Leadership Development
Identifying and Selecting PartnersConclusion
17: Developing Socially Responsible Global Leaders Through Service Projects
Program DesignBenefitsAdvice for Others
18: Stretch Assignments to Develop First-Time Supervisors
Stretch Assignments
19: Executive Shadowing
Lessons Learned
20: Leadership Fitness Challenge: Daily Exercise of the Leadership Muscle
Lessons Learned
21: Using a Video-Case-Based Collaborative Approach in Leader Development
Conclusion
22: Cross-Company Consortiums: Tackling Business Challenges and Developing Leaders Together
Cross-Company Consortium Objectives and BenefitsWhat to Consider When Starting a ConsortiumThe Future of Self-Managed Cross-Company Consortiums
Section 2: Leaders: Better Equipped to Learn from Experience
Section Introduction
Organizing Frameworks
23: Mindful Engagement: Learning to Learn from ExperienceApproachActionReflectionConcluding Thoughts
24: PARR: A Learning Model for Managers
The PARR ModelImplementing PARR at Kelly ServicesPotential Risks, Roadblocks, and Unintended ConsequencesWhy PARR?
25: GPS•R: A Tool for Assessing Learning Readiness
The GPS•R ProfileGPS•R InterviewLessons Learned
Learning Strategies and Tactics
26: Asking Questions to Foster Learning from ExperiencePhase 1: Before the ExperiencePhase 2: During the ExperiencePhase 3: After the ExperienceThe Tool Development ProcessApplication of the Tool
27: Using the Classroom to Create a Learning Orientation
The IdeaThe ApproachPreparationThe ExperienceLessons LearnedConclusion
28: Establishing a Learning Mindset
29: Tactics for Learning from Experience
Background
30: Narrating Emotions to Enhance Learning
The Who and What of Managing EmotionsSelf-NarrationAn Example of Self-NarrationFinal Insights
31: Proactive Feedback Seeking: The Power of Seeing Yourself as Others See You
The Problem of Feedback Flow in OrganizationsThe Value of Feedback SeekingWhy Don't Leaders Seek More Feedback More Often?Promoting the Seeking of Feedback Among LeadersTools to Promote the Seeking of Feedback
32: Feedback: Who, When, and How to Ask
Who to AskWhen to AskHow to AskSome Final Observations
33: Micro-Feedback: A Tool for Real-Time Learning
Keys to Success
Reflection and Retention
34: Leadership Journeys: Intentional Reflection ExperiencesInitial ImpactThree Key FactorsApplying These Principles to Your OrganizationQuestions We're Still Trying to Answer
35: After-Event Reviews: How to Structure Reflection Conversations
AERs: A Four-Step Process of Structured ReflectionInstructions for Conducting an AER
36: Scaffolding Reflection: What, So What, Now What?
“What? So What? Now What?” ModelAction Learning Case StoryIndividual Coaching Case StoryFinal Words
37: Life Journeys: Developing for the Future by Looking at the Past
Phase One: Introduction, Preparation, and Getting Started (45 to 60 Minutes)Phase Two: Sharing (45 to 60 Minutes)
38: Strategies for Facilitating Learning from Experience
Strategy 1: Transactional FacilitationStrategy 2: Socratic FacilitationStrategy 3: Dialogic FacilitationKey Differences Among Facilitation Strategies
39: Teachable Point of View: Learning to Lead by Teaching Others
Elements of the Leadership Teachable Point of ViewDeveloping the Leadership Teachable Point of ViewDelivering the Leadership Teachable Point of ViewChallenges in Implementing the LTPOV Process
40: Implementation Intention: A Refinement to Leadership Development Goal Setting
Implementation IntentionsLeadership Development Implementation IntentionsImplementation Intentions ResearchConclusion
41: Twelve Questions for More Strategic Work and Learning
Learning Communities and Support
42: Building a Board of Learning AdvisorsActivity 1: Designing a Developmental NetworkActivity 2: Creating a Board of AdvisorsLessons Learned
43: Building a Learning Community Through Reflection and Experimentation
Designing RLIx: Building a Foundation for ReflectionIdentifying the Participants and GroupsImplementing RLIxLessons LearnedBuilding Your Own RLIx
44: Using Communities of Practice to Cultivate Leaders of Integrity
Cultivating Leaders of Integrity Through Communities of Practice
45: CompanyCommand: A Peer-to-Peer Learning Forum
If They Build It, They Will ComeCreate a Core TeamForum Core Purpose = Practitioner EffectivenessPractice the Three Cs of Forum Facilitation: Connection, Conversations, and ContentFocus on Continuously Developing the Three ArchitecturesIdentity Is the Pathway to Vibrant ParticipationBlend Virtual and Face to FaceEstablish a Rhythm
46: Virtual Roundtables: Using Technology to Build Learning Communities
How the Process WorksThree Phases of the Virtual Roundtable ConversationSuccessesLessons Learned
Section 3: Human Resource Systems: Designed for Experience-Driven Development
Section Introduction
47: Integrated Talent Management and Experience-Based Development
Where to StartTalent Management at the Grameen FoundationLessons LearnedFinal ThoughtsAcknowledgments
Selection and On-Boarding
48: Identifying and Assessing for Learning AbilityAssessing Leaders' Learning AbilityLessons Learned
49: On-the-Job Development That Starts on Day One
Partnering to Craft a Development PlanPost-Experience Learning Transfer
50: New Leader Assimilation
51: Virtual On-Boarding
Managers as Developers
52: Leaders Coaching Leaders: Cascading Leadership Development Through the OrganizationUnderlying ConceptsFrom “Captains to Coaches” in the Tata GroupInstitutionalizing Coaching at National GridConclusion
53: An Exercise for Managers: Developing Talent Through Assignments
Steps in Using the CaseA Final Note
54: Performance and Development Through Conversation
Practical Solution 1: Talk About the Conversation GapPractical Solution 2: Provide a Simple Structure for a ConversationBringing It All Together
Performance Management
55: Performance Management and Leadership Development: Paradox or Potential?The Natural TensionThe Impact of Tension on ProcessesManaging PolaritiesDevelopment and Performance: Creating a Both/And Culture
56: Performance Management Catalysts for Experience-Driven Development
Performance Management Systems That Drive DevelopmentLessons Learned
Training, Development, and Beyond
57: Training and Experience-Driven Development
58: Bringing the Real World into the Classroom
Four Steps to Experiential Activity DesignLeadership Experiences in the ClassroomConclusion
59: Cultivating Learning Agility: Lessons from the Microfinance Sector
The NeedThe ApproachToolsLessons Learned
60: HoTspots (HubsOfTraining): A Blended Group Learning Solution to Extend Traditional Training
61: Building Experience into Simulations
Leadership DevelopmentKey Design PrinciplesThe Evolution of Our Thinking
62: Mentoring: Building Leaders in Powerful Developmental Relationships
The Problem with Just Hoping It Will HappenHow to Craft and Implement a Mentoring ProgramBuilding a Structured Mentoring ProgramWhat If Our Resources Are Insufficient to Build a Structured Mentoring Program?Final Thoughts
Action Learning
63: Business-Driven Action LearningCrafting the Business ChallengeIdentifying Personal ChallengesSome Things That Could Go WrongBDAL Success Factors and Lessons Learned
64: Action Learning with Community-Based Nonprofits
Our ApproachLessons LearnedSummary
65: Better Together: Building Learning Coalitions Across Organizations
Developing the ConsortiumDesign ConsiderationsAction LearningWhat the Participants LearnedWhat the Developers Learned
66: Communities of Practice: Building and Sustaining Global Learning Communities
OriginsStructure and Operating GuidelinesContent and FormatPost–Global Forum Community Collaboration and Cooperation
Succession Management
67: Succession Planning: Developing General Managers Through ExperienceCreate Taxonomy of Critical ExperiencesDevelop a Talent Review TemplateLessons Learned
68: Building Breadth and Depth Through Experience
Building BreadthBuilding Depth
69: Profiles for Success: Building a Framework for Internal Transitions
70: Hot Jobs-Hot People: Sharing Leadership Talent Across Organizations
How It WorksEmphasizing Some Tips
71: Multicultural Women in the Pipeline: Finding Hidden Treasure
Causes for the Pipeline VoidThe Hidden Jewels: Multicultural WomenCreating a More Inclusive Pipeline
Section 4: The Organization: Enabler of Experience-Driven Development
Section Introduction
Frameworks for Assessing Organizations
72: Organizational Climate for Development
73: Creating the “and” Organization: Seeing Leadership Development as a Key Strategic Issue
Three Vital ComponentsAssess Your Organization
Designing Tools for Widespread Use
74: Leading from Where You AreStrategicSystemicSimpleSneeze-AbleSustainableFinal Thoughts
75: My Needs, Their Needs: Designing High-Value Development Tools
Who Owns My Information?Where and How Am I Learning?How Much Is Too Much?From Questions to StrategiesBusiness ImplicationsIndividual ImplicationsLessons Learned
76: Built to Last: Sustainable On-the-Job Development Interventions for the Entire Organization
Organizational CharacteristicsIntervention CharacteristicsLeader CharacteristicsFinal Thoughts
Influencing Organizational Leaders
77: Building Support for Experience-Based DevelopmentOne Leader at a Time: The Chance EncounterSuccession Planning as an EBD Opportunity
78: The Power of Stories in Leadership Development
The Power of Stories and QuotesHow to Use Stories and Quotes
79: Assessing Learning's Impact on Careers
Internal Labor MarketsCase Example: Learning in an ILM FrameworkConclusion
80: Teaching Senior Leaders the Dynamics of Derailment
The Dynamics of DerailmentGetting the Attention of Senior Leaders
Solutions to Specific Obstacles
81: Strengthening Executive MobilityThe Benefits and Current Use of MobilityBarriers to MobilityOptions for Increasing MobilityConclusion
82: Talent Ecosystems: Building Talent Through Strategic Partnerships
Conclusion
Contributing Authors
About the Center for Creative Leadership
Index

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

Tactics for Learning from Experience*

Maxine Dalton

LEARNING FROM CHALLENGING job experiences is essential for leadership development. Individuals can maximize their learning when facing challenges if they employ a variety of learning tactics. Some employees, although perfectly willing to take on challenging experiences, use only comfortable, tried-and-true tactics, thus limiting their ability to learn from experience.

Individuals can use four sets of learning tactics when facing a challenging experience: feeling, action, thinking, and accessing others. (See the Background and Resources section at the end of this piece for more information ...

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

by Cynthia D. McCauley, D. Scott Derue, Paul R. Yost, Sylvester Taylor

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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