How leaders really develop... (and 702010 and all that)
•Download as PPTX, PDF•
1 like•1,063 views
Raytheon Corporate Leaders Symposium - Frankfurt 25 June 2015
Recommended
More Related Content
Viewers also liked
Viewers also liked (9)
Similar to How leaders really develop... (and 702010 and all that)
Similar to How leaders really develop... (and 702010 and all that) (20)
More from Bert De Coutere
More from Bert De Coutere (20)
Recently uploaded
Recently uploaded (20)
How leaders really develop... (and 702010 and all that)
- 1. ©2014 Center for Creative Leadership. All rights reserved. How leaders really develop… Bert De Coutere – IP & Innovation Lead Lynn Collins – Regional Director Germany, Switzerland, Austria
- 2. ©2014 Center for Creative Leadership. All rights reserved. Nice to meet you!
- 3. ©2014 Center for Creative Leadership. All rights reserved. When you think about your career as a manager, certain events or episodes probably stand out in your mind— things that led to a lasting change in you as a manager. Identify at least three “key events” in your career: things that made a difference in the way you manage now. • What happened? • What did you learn from it (for better or worse)? We wanted to know… how do leaders really develop?
- 4. ©2014 Center for Creative Leadership. All rights reserved. The five original categories… Challenging Assignments (55.8%) Coursework (6.2%) Other People (18%) Personal Life Events (2.6%) Hardships (17.4%)
- 5. ©2014 Center for Creative Leadership. All rights reserved. 7020 10 was born
- 6. ©2014 Center for Creative Leadership. All rights reserved. Where are we spending our money? Who’s responsible in each of the segments?
- 7. ©2014 Center for Creative Leadership. All rights reserved. A brief history of technology enhanced learning
- 8. ©2014 Center for Creative Leadership. All rights reserved. Here’s the latest iteration of our research…
- 9. ©2014 Center for Creative Leadership. All rights reserved. Let’s play cards… Experience Explorer
- 10. ©2014 Center for Creative Leadership. All rights reserved. How can we learn from experiences intentionally versus incidentally or accidentally? How can we help others do the same? Thanks and have a great day!
Editor's Notes
- How leaders really develop Learn about the research that originated the 702010 framework of development and what it truly says Understand how challenging assignments drive experiential learning Use the ‘CCL Experience Explorer’ to uncover your most important developmental experiences and their key lessons
- The CCL history … The mission of CCL: Mission To advance the understanding, practice and development of leadership for the benefit of society worldwide.
- Original question from Lessons of Experience research
- The outcome of the question above generated 5 categories of top developmental events. Only three of those are now in the 70:20:10 model. Here were the original figures: Event Category Frequency (percentage of all events) Challenging assignments 55.8 % Hardships 17.4 % Other people 18.0 % Coursework 6.2 % Personal Life Events 2.6 % If you cut the categories 'personal life events' and 'hardships', the others recalculate pretty close to the rounded numbers of the 70:20:10 model. Challenging assignments than gets 69.8% and becomes 'experience', other people recalculates at 22.5% and coursework at 7.7%. One reason for cutting the categories of personal life events and adversaries is that organisations would not provide for these, they just 'happen'. When they do happen, they have profound developmental impact on leaders. I think one of the best things the 70:20:10 model does, is it breaks open development from just looking at courses. Just know that the original research went also further than the current 3 categories, so if you want to see the big picture you need to also factor in the developmental events that 'just happen' rather than being provided for.
- Not just any course … relevant ones (applicable to your context/situation/role) Not just any ‘others’ … key relationships (eg in leadership – the manager) Not just any experience … challenging / out of comfort zone The model (not law or recipe) is intuitive and catchy and states that roughly we learn 70% from experience, 20% through others and 10% via courses. The model is often traced back to research done at the Center for Creative Leadership (CCL), and has since started a life on its own. I've seen organisations using 70/20/10 sensibly, and I've seen organisations turning it into a dogma or a justification of budget cuts. I've seen questions on the validity (as a rule of thumb: always be suspicious with models that have rounded figures), I've read people arguing the numbers don't matter, and I've seen it pop up in the discussions on social learning.
- L&D: historically … focus on 10, then 20, now also 70. (eg courses – informal learning – performance support) Important to stress that joint responsibility L&D, business, the learner, the providers…
- 10: 20: 70: eg also wearables
- Free download on : http://insights.ccl.org/wp-content/uploads/2011/04/GroomingTopLeaders.pdf
- Open the Experience Explorer box at your table. Spread out into two separate piles the 52 blue (experience) cards and the orange (lesson) cards. Each person now select 1 or 2 cards that describe very memorable experiences you have had that have shaped your approach leadership. At your tables share the story of one of your very memorable experiences and the key lesson or lessons you drew from the experience – the pile of yellow cards can serve to remind you of each lesson learned (if time permits) What do you notice about the lessons you learned? Debrief: What are your reactions and feelings to this activity? What did you notice about the stories you shared and heard? What similarities, differences other observations?