Focus Magazine - Summer 2015 - 34
LEADERSHIP/MANAGEMENTDEVELOPMENT
Is There a Kink in
Your Leadership IV?
I By Dr. Roy V.H. Pollock and Andrew McK. Jefferson
What can you do
to be sure the
lines stay open and
development flows?
34
I
most programs fail to ensure that new skills
ntravenous (IV) fluids are life-saving in
flow through to leaders' actual work.
many medical and surgical situations. For
that reason, IV lines are routinely placed
Where does the blockage most oen occur?
even for outpatient surgeries. But the line is
At the interface between learning and work. As
only useful if the fluids can actually get into the
Professor Herminia Ibarra of INSEAD wrote:
patient. A kink, a clot, or other kind of
"the personal learning catalyzed by a top-notch
blockage renders them useless.
program can be tremendous ... e problem,
my research suggests, is
e same is true for
your leadership
Research suggests that it takes what happens when a
manager comes back to
development programs.
one to three months of daily
the day-to-day routine of
Leadership is the
practice before a new habit
the office."
lifeblood of any
Why is that? Because
organization.
becomes firmly established.
most learning and
Companies invest in
development organizations still operate with an
leadership development because an
event mentality. ey invest all their time,
organization's leadership pipeline is as
resources and creativity into creating and
important for its long-term success as its new
delivering learning events. But the "event" is
product pipeline.
only the catalyst. e real works starts when
But like an IV, the investment in leadership
the class ends.
development is useful only if it flows into and
e real work is converting the insights from
throughout the organization. Unfortunately,
a development program into leadership
behaviors and then practicing them long
enough that they become routine. Research
suggests that it takes one to three months of
daily practice before a new habit becomes
firmly established. Small wonder that even
week-long development programs have
relatively little impact if they are not reinforced
and supported back at work.
What can you do to be sure the lines stay
open and development flows all the way
through to on-the-job performance?
1. Maintain the flow. You have to maintain
some level of flow to keep an IV line open.
e same is true for learning. You need to
keep drip feeding ideas, information, and
prompts for reflection aer the training to
keep the development process moving.
Spaced learning - revisiting topics at
intervals - is one of the most powerful tools
to make training stick.
FOCUS | SUMMER 2015 | www.L-TEN.org
http://www.L-TEN.org
Focus Magazine - Summer 2015
Table of Contents for the Digital Edition of Focus Magazine - Summer 2015
Focus Magazine
From the President: Learning Delivery: What's Your Blend?
Table of Contents
Table of Contents
Guest Editor: Surviving and Thriving in a Volatile Industry
Directions: Let the Networking Commence!
Front of the Room: Dig Deeper
Neuroscience: Memory Garden
Sales Trainer Onboarding: A Fresh Approach at Bristol-Myers Squibb
Leading Cross-Functional Teams
Change Your Paradigm, Transform Your Network
What's the BIG Idea? 3 Tips to Open Doors
Is There a Kink in Your Leadership IV?
Identity Hubs: Secure, Productive Collaboration
How Much Will the Next 5 Minutes Matter?
Virtual How: How Companies are Centralizing Training Functions
Ad Index
Focus Contacts
5 Questions with Peter Bregman
Focus Magazine - Summer 2015 - Intro
Focus Magazine - Summer 2015 - Focus Magazine
Focus Magazine - Summer 2015 - Cover2
Focus Magazine - Summer 2015 - 3
Focus Magazine - Summer 2015 - 4
Focus Magazine - Summer 2015 - From the President: Learning Delivery: What's Your Blend?
Focus Magazine - Summer 2015 - 6
Focus Magazine - Summer 2015 - Table of Contents
Focus Magazine - Summer 2015 - 8
Focus Magazine - Summer 2015 - Table of Contents
Focus Magazine - Summer 2015 - 10
Focus Magazine - Summer 2015 - Guest Editor: Surviving and Thriving in a Volatile Industry
Focus Magazine - Summer 2015 - 12
Focus Magazine - Summer 2015 - Directions: Let the Networking Commence!
Focus Magazine - Summer 2015 - 14
Focus Magazine - Summer 2015 - Front of the Room: Dig Deeper
Focus Magazine - Summer 2015 - 16
Focus Magazine - Summer 2015 - Neuroscience: Memory Garden
Focus Magazine - Summer 2015 - 18
Focus Magazine - Summer 2015 - Sales Trainer Onboarding: A Fresh Approach at Bristol-Myers Squibb
Focus Magazine - Summer 2015 - 20
Focus Magazine - Summer 2015 - 21
Focus Magazine - Summer 2015 - 22
Focus Magazine - Summer 2015 - Leading Cross-Functional Teams
Focus Magazine - Summer 2015 - 24
Focus Magazine - Summer 2015 - 25
Focus Magazine - Summer 2015 - Change Your Paradigm, Transform Your Network
Focus Magazine - Summer 2015 - 27
Focus Magazine - Summer 2015 - 28
Focus Magazine - Summer 2015 - 29
Focus Magazine - Summer 2015 - What's the BIG Idea? 3 Tips to Open Doors
Focus Magazine - Summer 2015 - 31
Focus Magazine - Summer 2015 - 32
Focus Magazine - Summer 2015 - 33
Focus Magazine - Summer 2015 - Is There a Kink in Your Leadership IV?
Focus Magazine - Summer 2015 - 35
Focus Magazine - Summer 2015 - Identity Hubs: Secure, Productive Collaboration
Focus Magazine - Summer 2015 - 37
Focus Magazine - Summer 2015 - How Much Will the Next 5 Minutes Matter?
Focus Magazine - Summer 2015 - 39
Focus Magazine - Summer 2015 - 40
Focus Magazine - Summer 2015 - Virtual How: How Companies are Centralizing Training Functions
Focus Magazine - Summer 2015 - 42
Focus Magazine - Summer 2015 - 43
Focus Magazine - Summer 2015 - Ad Index
Focus Magazine - Summer 2015 - Focus Contacts
Focus Magazine - Summer 2015 - 5 Questions with Peter Bregman
Focus Magazine - Summer 2015 - Cover3
Focus Magazine - Summer 2015 - Cover4
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