Off to Singapore

Well, the day is drawing near. At the time of my next blog post, I will have officially started my new assignment in Singapore. The next few years will be spent chronicling what I hope to be many fresh and intriguing insights into talent management gained from my time in the region.

Step 6 - Consequences

You may have reached this stage with a successful outcome in terms of reaching a developmental goal, but that success may be for naught if the proper time isn’t taken to work through this stage. Before moving on, acknowledging what has (or hasn’t) been accomplished is essential. If the goal has been accomplished, make sure the desired rewards are delivered and celebrate the achievement. If efforts have fallen short, take a hard look at what didn’t go right and consider the consequences. Either way, an accounting of the process needs to take place and the appropriate outcomes delivered. This provides closure to the process and sets the stage for subsequent development efforts.

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.