Training Industry Magazine - May/June 2019 - 15

BUILDING LEADERS
SAM SHRIVER & MARSHALL GOLDSMITH

INDOCTRINATE,
EMBRACE AND
MEASURE!
If you ever have the opportunity to
hear Jack Zenger speak at a conference,
take it. There is perspective that comes
with 63 years in the arena of leadership
development that, quite frankly, is next to
impossible to replicate.
As you might imagine, Zenger is a thought
leader who has "been there and done
that." He not only understands people at
a level most of us can only aspire to, but
also understands the organizations that
employ them.
In general terms, and in active
acknowledgement of the alignment
between Zenger's thinking and our own,
we offer the following observations:
INDOCTRINATE EARLY
This is a partial list of leadership skills most
often worked on by C-suite executives
participating in executive coaching:
* Building trust
* Listening
* Delegating
* Collaborating
* Holding others accountable
* Taking appropriate risks
* Matching one's leadership style to the
specific needs of others
Do any of these skills strike you as
development needs reserved solely for
the top echelons of management? As
we have addressed in previous columns,
one of the most significant professional
advances many of us ever make is our
first promotion into people management.
That's the career juncture where we
transition from being responsible for

"doing it" to a position where we are
responsible for seeing that someone else
"gets it done."
Each of the skills listed previously are as
critical to front-line supervisor success
as they are to orchestrating targeted
results in middle or upper management.
Therefore, introducing core, foundational
leadership and influence constructs as
early as possible must become a priority.
Is leading people more complicated
in the C-suite than it is at the base of
an organization? In a word, yes. But,
distinguishing achievement at either level
- and all of those in between- is the
product of executing simple strategies in
an effective manner.
EMBRACE REALITY
Understand that leadership has very
little to do with being an effective leader.
Effectiveness is focused on having the
courage to take definitive action and
becoming a catalyst for productivity.
In that regard, building leaders in an
organization is a function of translating
vision into targeted action. In large part,
the key stewards of that migration are the
managers of the people going through
leadership training. That is the reality.
Ultimately, leaders develop leaders. That
process can be significantly accelerated
with effective leadership training, of
course, but the best leadership training
program ever developed, deployed in the
absence of reinforcement post-training by
line management, leaves you with little
more than a random chance of training
transfer and targeted behavior change.
Further, systematically developing leadership
skills is one of the most iterative processes

imaginable. It requires the courage of
the trainee to engage in a real-world
setting, the intentional availability of the
trainee's manager to observe and provide
feedback, and the willingness of the
trainee to receive that feedback and act
upon it - repeatedly.

ULTIMATELY,
LEADERS DEVELOP
LEADERS.
MEASURE RELENTLESSLY
To tap into the wisdom of Zenger one more
time, consider that organizations that are
serious about leadership development
measure their efforts actively and
experientially as opposed to passively and
educationally. Stated differently, those
organizations place a premium on what
leaders practice and produce, as opposed
to what they ponder and pontificate.
Typically, measuring the impact of leaders
has always been a function of bottomline results, employee engagement and
employee retention. If the organization is
achieving objectives, that has something
to do with leadership - likewise if they
are not. It is the same with engagement
and retention of key talent. Attrition
and 360-degree survey trends are real,
measurable data that indicate the degree
to which leadership truly understands
their people.
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 RAIN IN G I N DU STR Y M AGAZ INE - UNDERSTANDING YOUR LEARNERS 20 1 9 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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Training Industry Magazine - May/June 2019

Table of Contents for the Digital Edition of Training Industry Magazine - May/June 2019

Understanding the Learner
Table of Contents
Helping People Flourish Through Great Leadership
Smart Learning Design: How Brain Science Can Impact Learning Design
Meet Today's Learner
Indoctrinate, Embrace and Measure!
The Importance of Diversity of Thought
Training Myths That Won't Go Away
What Does Personality Have to Do With It Anyway?
Back to Psychology Basics: How to Keep Your Learners Engaged
Becoming an Effective Learner in the Age of Digital Evolution
4 Keys to Making Content More Consumable for the Just-in-Time Learner
The Four Dimensions of Character Fitness and How They Grow Leadership Agility
The Human Factor
Accountability in Teams: Changing Perceptions and Moving Toward Implementation
Deloitte's Journey to Gamifying Onboarding for New Analysts
Creating an Amazing Learning Experience: Training and Gaining Soft Skills
Create Effective Adaptive Learning For Your Learners
6 Keys to Understanding Your Learners' Environment
Creating a Continuous Learning Culture
Emerald Group Acquisitions Create a Portfolio of Learning Businesses
Company News
Training Industry Magazine - May/June 2019 - Cover1
Training Industry Magazine - May/June 2019 - Cover2
Training Industry Magazine - May/June 2019 - Understanding the Learner
Training Industry Magazine - May/June 2019 - Table of Contents
Training Industry Magazine - May/June 2019 - 5
Training Industry Magazine - May/June 2019 - 6
Training Industry Magazine - May/June 2019 - 7
Training Industry Magazine - May/June 2019 - 8
Training Industry Magazine - May/June 2019 - Helping People Flourish Through Great Leadership
Training Industry Magazine - May/June 2019 - 10
Training Industry Magazine - May/June 2019 - Smart Learning Design: How Brain Science Can Impact Learning Design
Training Industry Magazine - May/June 2019 - 12
Training Industry Magazine - May/June 2019 - Meet Today's Learner
Training Industry Magazine - May/June 2019 - 14
Training Industry Magazine - May/June 2019 - Indoctrinate, Embrace and Measure!
Training Industry Magazine - May/June 2019 - The Importance of Diversity of Thought
Training Industry Magazine - May/June 2019 - 17
Training Industry Magazine - May/June 2019 - 18
Training Industry Magazine - May/June 2019 - 19
Training Industry Magazine - May/June 2019 - Training Myths That Won't Go Away
Training Industry Magazine - May/June 2019 - 21
Training Industry Magazine - May/June 2019 - 22
Training Industry Magazine - May/June 2019 - 23
Training Industry Magazine - May/June 2019 - What Does Personality Have to Do With It Anyway?
Training Industry Magazine - May/June 2019 - 25
Training Industry Magazine - May/June 2019 - 26
Training Industry Magazine - May/June 2019 - 27
Training Industry Magazine - May/June 2019 - Back to Psychology Basics: How to Keep Your Learners Engaged
Training Industry Magazine - May/June 2019 - 29
Training Industry Magazine - May/June 2019 - 30
Training Industry Magazine - May/June 2019 - 31
Training Industry Magazine - May/June 2019 - Becoming an Effective Learner in the Age of Digital Evolution
Training Industry Magazine - May/June 2019 - 33
Training Industry Magazine - May/June 2019 - 34
Training Industry Magazine - May/June 2019 - 35
Training Industry Magazine - May/June 2019 - 4 Keys to Making Content More Consumable for the Just-in-Time Learner
Training Industry Magazine - May/June 2019 - 37
Training Industry Magazine - May/June 2019 - 38
Training Industry Magazine - May/June 2019 - The Four Dimensions of Character Fitness and How They Grow Leadership Agility
Training Industry Magazine - May/June 2019 - 40
Training Industry Magazine - May/June 2019 - 41
Training Industry Magazine - May/June 2019 - The Human Factor
Training Industry Magazine - May/June 2019 - 43
Training Industry Magazine - May/June 2019 - 44
Training Industry Magazine - May/June 2019 - 45
Training Industry Magazine - May/June 2019 - Accountability in Teams: Changing Perceptions and Moving Toward Implementation
Training Industry Magazine - May/June 2019 - 47
Training Industry Magazine - May/June 2019 - 48
Training Industry Magazine - May/June 2019 - 49
Training Industry Magazine - May/June 2019 - Deloitte's Journey to Gamifying Onboarding for New Analysts
Training Industry Magazine - May/June 2019 - 51
Training Industry Magazine - May/June 2019 - Creating an Amazing Learning Experience: Training and Gaining Soft Skills
Training Industry Magazine - May/June 2019 - 53
Training Industry Magazine - May/June 2019 - 54
Training Industry Magazine - May/June 2019 - 55
Training Industry Magazine - May/June 2019 - 56
Training Industry Magazine - May/June 2019 - Create Effective Adaptive Learning For Your Learners
Training Industry Magazine - May/June 2019 - 58
Training Industry Magazine - May/June 2019 - 6 Keys to Understanding Your Learners' Environment
Training Industry Magazine - May/June 2019 - 60
Training Industry Magazine - May/June 2019 - Creating a Continuous Learning Culture
Training Industry Magazine - May/June 2019 - Emerald Group Acquisitions Create a Portfolio of Learning Businesses
Training Industry Magazine - May/June 2019 - Company News
Training Industry Magazine - May/June 2019 - Cover4
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