The document summarizes research on the 70-20-10 model of leadership development, which proposes that 70% of learning comes from job experiences, 20% comes from interactions with others, and 10% comes from formal training. It discusses studies applying this model across different countries and industries. The model has evolved over time with varying percentages found across contexts. Experiences like overseas assignments, crises, and mistakes provide important lessons. While the 70-20-10 model simplifies a complex topic, it emphasizes the role of experiences and relationships in addition to formal education in leadership development.

1. 70-20-10:
From Research to Rules to Real-World Practices
Cindy McCauley
A presentation for the Council on Learning,
Development, and Organizational Performance
January 25, 2012

2. Agenda
Leader development: Which experiences matter
the most?
© 2011 Center for Creative Leadership. All Rights Reserved.

3. A series of pioneering studies
Country Year # Executives # Organizations
2007 - 2010 54 4 state-owned, 2 private
2007 - 2008 34 12 ministries, 18 state boards
2006 - 2007 71 8 home-grown Indian global
2004 - 2005 234 Participants, C-level program
36 countries 1999 101 16 global
1996 288 1 global + program participants
1984 - 1985 76 25 Fortune 100
1981 - 1984 191 6 corporations, including 5 Fortune 50
© 2011 Center for Creative Leadership. All Rights Reserved.

4. 70 20
Challenging
Assignments
Other
People
10
Coursework
and Training
Adverse Personal
Situations Experiences
4
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5. The Evolution of 70-20-10
Global executives 1999 101 73 - 16 - 11
study
Lessons of a
diverse workforce
1996 288 48 - 47 - 5
Executive women’s 1984 - 1985 76 56 - 38 - 6
study
Original study 1981 - 1984 191 70 - 22 - 8
© 2011 Center for Creative Leadership. All Rights Reserved.

6. The Evolution of 70-20-10
China 2007 - 2010 54 68 - 25 - 7
Singapore 2007 - 2008 34 65 - 33 - 2
India 2006 - 2007 71 69 - 27 - 4
USA 2004-2005 234 60 - 33 - 7
© 2011 Center for Creative Leadership. All Rights Reserved.

8. Agenda are the Basic Five?
What
Constructive bosses/superiors
Turnaround
Increase in scope
Horizontal move
New initiative
© 2011 Center for Creative Leadership. All Rights Reserved.

9. Agenda are the Plus Two?
What
• Personal experiences
China • Mistakes
• Personal experiences
India • Crossing cultures
• Stakeholder engagements
Singapore • Crisis
• Mistakes
USA • Ethical dilemmas
© 2011 Center for Creative Leadership. All Rights Reserved.

10. Agenda
© 2011 Center for Creative Leadership. All Rights Reserved.

11. Experiences Lessons
Memorable events that influence a Shifts in ….
person’s approach to leading &
managing
Skill level
Behavior
Knowledge
Values
Attitude
© 2011 Center for Creative Leadership. All Rights Reserved.

12. Experiences-Lessons Matrix
E x p e r i e n c e s
China •
Cultural crossings
Horizontal moves
Ethical dilemmas
Increases in job
India •
New initiatives
engagements
Turnarounds
experiences
Stakeholder
Singapore •
superiors
Bosses &
Mistakes
Personal
USA •
scope
Crisis
L
e
a Managing direct reports •••• •• •••• • •
d Self-awareness •• ••• • •
e Executing effectively • ••
r Integrity •• • •
s
h
Managing stakeholders • • •
i Communication •
p Building & managing teams •
Insights about leadership ••
L Managing change •
e Confidence • • •
s
s Functional and technical expertise • •
o Innovation, creativity, entrepreneurship, & r • •
n Empathy •
S Managing career & life goals • •
Working across differences •
Boundary spanning mindset •
Establishing systems & regulations • • •
© 2011 Center for Creative Leadership. All Rights Reserved.

13. 70-20-10 Framing of Leader Development
What’s useful?
 Reminds us to take a broad view of learning and
development—to see how leader development is
happening outside of formal training settings
 Emphasizes the three basic modalities of learning:
direct experience, relationships, education
 Increases the impact of research findings by
communicating them in their simplest terms
© 2011 Center for Creative Leadership. All Rights Reserved.

14. 70-20-10 Framing of Leader Development
What’s not useful?
 Connotes that the complexities of leader
development can be captured in a simple formula
 Hides the real insights: What kinds of direct
experiences, relationships, and education are
developmental?
 May communicate a segmented rather than
integrative approach to leader development
 Description-to-prescription fallacy
© 2011 Center for Creative Leadership. All Rights Reserved.

15. Ideas Into Action
How do you help people get the leadership experiences
they need for development?
How do you enhance people’s ability to learn from
experience?
How is an experience-based approach to leadership
development best embedded in HR practices?
How can shared beliefs and practices be influenced to
better support experience-based development?
© 2011 Center for Creative Leadership. All Rights Reserved.

16. Coming in 2013
The Lessons of
Experience
Fieldbook
A compendium of tools,
processes, and practices To receive information about
how you can contribute, contact:
for putting experience at
the center of leader Cindy McCauley
development mccauley@ccl.org
© 2011 Center for Creative Leadership. All Rights Reserved.