Step 5 - Blend

Now it’s time for action. You’ve got the motivation, you’ve got the plan, now you just need to execute it. Key elements here are encouragement, feedback, a willingness to tolerate mistakes, and being open to experimentation. The plan for development, no matter how well crafted, doesn’t always work to expectations. Problems need to be spotted and diagnosed early, alternatives explored, and new approaches monitored for effectiveness. This is where leveraging others is particularly helpful. To the extent that others are aware of and understand the need that is being worked on, they can act as a network to provide feedback, advice and support. While it can be difficult for the learner to be open about his or her need to develop, it often makes a difference in terms of eventual success. Others know how difficult it is to change and often the learner’s willingness to admit the need for change and the need for help in changing can rally others around him or her.

Step 4 - Build

To round out my posts before I depart for my new assignment in Singapore, I will provide an overview of the final three steps in the development process. (Steps 1-3 were highlighted earlier this year.) The next step is "Build":

Once you have a motivated learner with a clearly identified need, now you can start to address the “how” of development. This is a fairly time-tested, reliable process. Set some measurable goals, put together a detailed plan, including specific changes in thinking and/or behavior, and make sure the necessary resources are available to support the effort. There are, of course, some important things to consider. How much time can be allocated to addressing the need? How long will it take for real signs of improvement to start to appear? What factors in the work environment might distract from implementing new approaches or even reinforce current practices? Another thing to consider at this stage is that development is not always about taking a straight line to “getting better” at something. Oftentimes, more indirect and creative approaches can be used, including engaging in workarounds (for example, I’m not good at planning, so I’ll just delegate it to someone else who does it better) or substituting strengths to cover for a weakness (for example, I feel awkward in new social situations, so I will use my sense of humor to create rapport).

Exploring the Many Faces of Learning Agility

When it comes to learning agility, one size does not fit all. In fact, recent research conducted by Lominger International has revealed that there are seven frequently occuring profiles amongst high learning agile people, each with its own unique mix of strengths and development needs.

Which profile a high potential fits the closest with has implications for determining what settings that individual's strengths can be most effectively put to work in and what situations can provide the best opportunities for development. Now organizations can make more precise decisions about deploying and developing their learning agile talent and can learn to view high potentials through a more differentiated lens.

To learn more, check out the information on our site:

http://store.lominger.com/store/lominger/en_US/pd/productID.193021300

I look forward to a dialogue with followers of this blog regarding the many faces of learning agility and their implications for managing talent strategically and effectively.

New Experience, New Perspective

A core tenet of Korn/Ferry's approach to talent management is that on-the-job experiences are the key driver of employee growth. The greater the challenge, the more potential upside there is for learning and development. That being said, I hope to be living proof of that principle in the next few years, as I will be soon be undertaking an extended assignment to relocate to Singapore.

I look forward to the new experiences, the fresh challenges, the enhanced skills, and, ultimately, the broader perspective and deeper wisdom this opportunity will bring. My hope is that the benefits of these learnings will find their way into this blog.

Stay tuned.

Step 3 - Action

Declare your intention and take action. You have reflected on feedback related to your performance and working style. You have thought about your goals and long-term aspirations. You have considered what leadership characteristics are most important for your current role and your career goals. You are ready to commit to action. First, state your intention. Out loud. In front of other people - your colleagues, direct reports, spouse. They will not only hold you accountable but they can also provide support. Now, do something. Build momentum. Experiment. Practice. Get feedback. Practice some more. Get more feedback. Continuing practice with feedback is a key to building your skills and reaching your potential.

Step 2 - Acceptance

Acknowledge what’s missing and why it’s important. No doubt you are accomplished in many areas. What you’ve been doing has worked to some degree, but what is not working? Unless the need to change is clear to you, no amount of coaching, nagging, or feedback will convince you to do something about it. It’s your life, your career, your choice. You decide what to view as inconsequential and what to view as limiting. And you live with the consequences. The question is – what if what is missing is really important? And, what would change for you if the issue were resolved? If you can project significant and immediate benefits, you’re likely to have the will to do something about it.

Step 1 - Awareness

At the end of last year I offered some tips for those looking to undertake some professional development in the new year. Whether it is a personal resolution or part of your formal development plan, certain principles apply to successful development. In a series of posts, I will highlight some of the key steps necessary to begin and sustain your developmental journey. I'll begin today with the first critical step - building awareness.

The essence here is to look both outside yourself and inside yourself. What does it take to wake up to the truth? Awareness can come from the outside in or the inside out. A clue on the outside provides a reality check and signals to you that something is amiss. Ideally, you get feedback from others - your boss, peers, significant other, friends, even enemies. Perhaps, you have the results from a 360 degree assessment. In other cases, you take the cue from personal reflection and introspection. What does your gut tell you? What patterns of thought get in the way and keep you from being effective? A blend of outside input, inside reflection, and a chance to test your discoveries will create a perpetual feedback loop of ever increasing awareness.