Focus Magazine - Summer 2015 - (Page 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 oen 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 aer 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

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

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