Training Industry Magazine - January/February 2018 - 15

BUILDING LEADERS
SAM SHRIVER & MARSHALL GOLDSMITH

LEADERSHIP
& LEARNING
The two of us might never have crossed
paths had it not been for Dr. Paul Hersey.
We both had the opportunity to work
for him decades ago. Recently, we were
together at an event and reminisced
about our initial exposure to a model
and a mentor that literally shaped
our careers.
In large part, our reflections converged
around the depth of the pioneering
research that anchors Situational
Leadership®. And in the context of
the theme for this issue of Training
Industry Magazine, we would offer
the competencies that form the
foundation of Situational Leadership®
have significant crossover effect
when considering the objectives of a
contemporary learning strategy.
DIAGNOSE
Good leaders have a plan! They analyze
the circumstances surrounding their
leadership opportunity, cultivate and
refine awareness regarding their
influence related triggers and impulses,
then thoughtfully establish measurable
objectives
that
will
ultimately
determine the degree of their success
and effectiveness.
A successful and effective learning
strategy follows a substantially similar
path. It is with ever-increasing regularity
that strategy challenges traditional
convention; is thoughtfully tailored to
account for cultural nuance; is tangibly
measured by parameters that are joined at
the hip with the overall business objectives
the organization in question aspires to
achieve; and is subject to calibration on
the basis of emergent circumstance.

ADAPT
Regardless of what may be most
comfortable for them, good leaders adapt
their approach based on the particulars
of their diagnosis. In that regard, leaders
need to be prepared to respond in a
variety of different ways (i.e., directive,
participative, empowering) based on the
details of the situation and individual/
team they are attempting to influence.
Likewise, effective learning strategy
needs to feature operational flexibility.
If content is deemed appropriate
(or necessary) for a particular target
audience, delivery of that content needs
to be readily available in a format that
reflects the ever-increasing spectrum of
available options without sacrificing the
impact of the training message itself.
Same goes for pull-through, transfer or
reinforcement strategies.
COMMUNICATE
Good leaders develop the ability to deliver
an effective message regardless of what
that message turns out to be (i.e., "Here's
what I need you to do"; "Let's discuss what
we should do here"). Good leaders also
factor in the communication preferences
of those they attempt to influence
and tailor their delivery to ensure both
understanding and acceptance.
Few would argue there is increasing
attention in the learning community
on the manner in which content needs
to be positioned and sustained. Clearly,
this is a good thing! By the same token
the learning event itself, much like the
leadership discussion itself, needs to be
both relevant and engaging (regardless

of modality) each and every time. If
it isn't, the probability of transfer is
reduced significantly.
ADVANCE
Leaders add value by accelerating the
development of those they influence
and redirecting any performance related
regression that may materialize along the
way. One thing we know for sure, both of
those dynamics will forever be in play in
one way or another! As Dr. Hersey used
to say (often): "Things are either getting
better, or they are getting worse, nothing
stays the same!"

GOOD LEADERS
ADAPT THEIR
APPROACH BASED
ON THE PARTICULARS
OF THEIR DIAGNOSIS.
Much the same on the baseline value
added by the professional learning
community. Learning is both a mechanism
for mastery and a process for developing
forward-thinking perspective when we
experience disappointments, set-backs, or
the occasional "bumps in the road."
So, in conclusion, we would offer that
leadership is really all about learning, and
learning is really all about leadership.
Marshall Goldsmith is the world authority
in helping successful leaders get even better.
Sam Shriver is the senior vice president
of commercial operations and product
development at The Center for Leadership
Studies. Email Marshall and Sam.

T R A I N I N G I N DUSTR Y MA GAZ INE - ADAPTING LEARNING 2018 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

| 15

https://www.trainingindustry.com/continuing-professional-development/certificates/transforming-the-training-function-certificate/ http://www.situational.com/ http://www.situational.com/ https://www.trainingindustry.com/magazine

Table of Contents for the Digital Edition of Training Industry Magazine - January/February 2018