Training Industry Quarterly - Summer 2012 - (Page 25)

How Simulations Develop Leaders The Tools for building greaT leaders are disTincT from oTher Training Tools, and success needs To be measured differenTly Click the link above to hear a podcast recording of this TIQ article L b y b J o r n b i l l h a r d t derstood tools in leadership development is the immersive simulation. The use of simulations and games in leadership training has been a topic of discussion for decades. Most experts agree that simulations are powerful tools for creating meaningful learning opportunities. However, just as leadership development is different from functional training, effective leadership simulations need to be different from technical simulations. Understanding how leadership simulations work and how they can impact the trajectory of emerging leaders is essential to harnessing their potential. At the core of the challenge is the fact that leadership simulations, unlike most other training tools, are not well suited to conveying factual knowledge to learners. Group discussions, lectures, reading, and other modalities are far more efficient at provid25 eadership development programs account for over $15 billion of the $67 billion spent on corporate training in the U.S. in 2011, and investments in leadership programs are on the rise, growing by 9.5 percent according to Bersin and Associates’ Corporate Learning Factbook 2012. But unlike functional or technical training, leadership development is not a straightforward task. The success or failure of leadership development initiatives often cannot be measured with precise data. This is because leadership development is not just about the acquisition of knowledge; it is about recognizing patterns, blind spots and behavior change, and understanding one’s own limitations. These characteristics make the building of leadership development programs a unique challenge, yet one that is often attempted with a traditional training approach. Lecture classes are assigned, e-learning courses are developed and multiple-choice questions are administered. This approach often leads to disengaged learners and a general sense that HR is not providing a strategic advantage to the organization. Effective training experts realize that the tools for building great leaders are distinct from other training tools, and that success needs to be measured differently. Tailored stretch assignments, rotational assignments, and many opportunities for peer networking may not yield measurable increases in knowledge, nor do they fit neatly into an LMS — but they are essential to building a deep leadership bench. how do You Build great Leaders? One of the most effective yet most misun- Training Industry Quarterly, Summer 2012 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ http://www.trainingindustry.com/TIQ

Table of Contents for the Digital Edition of Training Industry Quarterly - Summer 2012

Training Industry Quarterly - Summer 2012
From Where I Sit: The Leadership Perspective
Table of Contents
Ad Index
Guest Editor: Recipe for Leadership Development Success
The Real Power of e-Learning is Social
Too Big to Know … Too Much to Train?
Where Are You on Your Leadership Journey?
Ideal Behaviors for Building Innovation
Going Local: Six Ways to Keep Leadership Development Alive
Building Your Leadership Brand
How Simulations Develop Leaders
Organizational Burnout: How Training Can Help
Increasing Leadership Performance with Emotional Intelligence
Casebook: General Mills: Leaders Teaching Leaders
Tracking Trends: First Step in Leadership Development Training
Tweet Suite
Company News
Closing Arguments: Nature versus Nurture

Training Industry Quarterly - Summer 2012