Training Industry Magazine - July/August 2021 - 21

FIGURE 1.
Stage
Alchemist
Strategist/
Transforming
Individualist
(Redefining)
Description
Integrates the material and the spiritual to renew
and recreate themselves and their organizations
in historically significant ways.
Creates shared visions across stages; encourages
both personal and organizational transformation.
Recognizes that the stages are constructs that
can be changed; reframes complex dilemmas to
achieve results.
Achiever
Expert
Diplomat
Opportunist
Creates an environment focused on reaching
near- and long-term goals. Connect individual
work to larger efforts.
Exercises control by perfecting their knowledge
and presenting hard facts and logic to gain
buy-in to their proposals.
Seeks to please higher-status colleagues while
avoiding conflict.
Focuses on personal wins and sees the world and
other people as opportunities to be exploited.
* Includes the proper support to get
through the experience.
Before we go too
far, let's get input
from those who
will be affected.
In order to achieve
our goals, we'll
need to...
2. Colliding perspectives: Exposure
to people and data that shift leaders'
existing mental models and expand
the ways in which they see the world,
providing more strategies to address
disruption and complexity. Examples
include presentations or seminars from
guest experts at more advanced stages of
development and collaboration with other
leaders at various stages of development.
We'll wait for
direction from
the CEO.
3. Elevated sensemaking: A process in
which leaders examine previously held
mindsets from an elevated perspective
to make intentional changes, aided
by coaches, journaling and mindful
meditation. Examples include selfreflection,
in-depth debriefs and
action planning.
Note: People must progress through
all of the stages in sequence. A leader
at the diplomat stage cannot jump
straight to the achiever stage any
easier than a toddler watching TV
can suddenly understand symbolism
in Shakespeare. While it can take
years for leaders to advance to their
next stage, an important first step for
development is awareness of their
current stage and how to get to the
next stage.
STEP 3. Create experiences to fill
the gap between the leaders'
stage and the requirements of the
organizational environment.
Once you understand the gap between
the organizational environment and the
leaders' current stage of development,
identify strategies to close that gap (see
sidebar). Consider the key competencies
to be developed, and identify the vertical
elements of those competencies. For
example, delegation requires building
trust, and communication requires
FIGURE 2.
Intro
Topic
Teach
Activity/
Knowledge
Check
Topic
Teach
Activity/
Knowledge
Check
TRAINING INDUSTRY MAGAZINE - ELEVATING LEADERSHIP DEVELOPMENT I WWW.TRAININGINDUSTRY.COM/MAGAZINE
Etc.
building empathy. Then, create the
conditions for vertical development.
The Center for Creative Leadership
(CCL) identifies three primary conditions
for creating experiences that accelerate
vertical development.
1. Heat experience: A complex situation
that disrupts and disorients leaders'
habitual ways of seeing the world; by
breaking leaders' existing mental models,
these conditions help expand their
thinking. Examples include simulations
and other experiential learning
modalities. According to Nick Petrie of
CCL, an effective heat experience has
the following characteristics:
* Presents new experience for the
leader.
* Includes chances of success and
failure.
* Induces feelings of discomfort and
unfamiliarity.
While encouraging growth to the next
stage of development, help leaders
recognize key characteristics of
previous stages, so they can understand
and communicate effectively with others
at those stages. For example, while a
transforming leader may frame goals
in terms of benefit to employees and
community, they need to emphasize
the tactical goals and objectives for
revenue or cost reduction for leaders in
an achieving mindset.
STEP 4. Incorporate vertical
development into ongoing learning.
Ongoing learning allows for individualized
support and development. The work
environment itself offers opportunities for
heat experiences via stretch assignments;
colliding perspectives via communities
of practice, benchmarking and thought
leaders; and elevated sensemaking via
coaching and mentoring.
Leaders can also add activities to their
daily operations to encourage vertical
development in their people.
| 21
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Training Industry Magazine - July/August 2021

Table of Contents for the Digital Edition of Training Industry Magazine - July/August 2021

Elevating Leadership Development
Table of Contents
Preparing Leaders for the 'New Normal'
How Does the Rise of Artificial Intelligence Impact Leadership?
Soundbites for Consideration
Leadership: The Bottleneck or the Breakthrough for Diversity, Equity and Inclusion?
Dip Into Leadership: Identifyiing Emerging Leaders During a Time of Change
Give Your Leadership a Vertical Lift
Creating Conversational Leadership
A Blueprint for Remote Leadership That Works
Leadership Development is About Capacity, Not Just Competencies
How to Create Leadership Fluency: Cultivating Communities of Practice for Seasoned and Aspiring Leaders
Leveraging Data to Increase Leadership and Team Effectiveness in the Flow of Work
The Power of Practice
Brain-based Leadership Development: What Exactly Are You Scaling?
Learner Mindset
Recent Acquisitions Position eLearning Brothers as a One-stop-shop Solution
Company News
Training Industry Magazine - July/August 2021 - Intro
Training Industry Magazine - July/August 2021 - 1
Training Industry Magazine - July/August 2021 - 2
Training Industry Magazine - July/August 2021 - CT1
Training Industry Magazine - July/August 2021 - CT2
Training Industry Magazine - July/August 2021 - Elevating Leadership Development
Training Industry Magazine - July/August 2021 - 4
Training Industry Magazine - July/August 2021 - 5
Training Industry Magazine - July/August 2021 - Table of Contents
Training Industry Magazine - July/August 2021 - 7
Training Industry Magazine - July/August 2021 - 8
Training Industry Magazine - July/August 2021 - Preparing Leaders for the 'New Normal'
Training Industry Magazine - July/August 2021 - 10
Training Industry Magazine - July/August 2021 - How Does the Rise of Artificial Intelligence Impact Leadership?
Training Industry Magazine - July/August 2021 - 12
Training Industry Magazine - July/August 2021 - Soundbites for Consideration
Training Industry Magazine - July/August 2021 - 14
Training Industry Magazine - July/August 2021 - Leadership: The Bottleneck or the Breakthrough for Diversity, Equity and Inclusion?
Training Industry Magazine - July/August 2021 - Dip Into Leadership: Identifyiing Emerging Leaders During a Time of Change
Training Industry Magazine - July/August 2021 - 17
Training Industry Magazine - July/August 2021 - 18
Training Industry Magazine - July/August 2021 - 19
Training Industry Magazine - July/August 2021 - Give Your Leadership a Vertical Lift
Training Industry Magazine - July/August 2021 - 21
Training Industry Magazine - July/August 2021 - 22
Training Industry Magazine - July/August 2021 - 23
Training Industry Magazine - July/August 2021 - 24
Training Industry Magazine - July/August 2021 - Creating Conversational Leadership
Training Industry Magazine - July/August 2021 - 26
Training Industry Magazine - July/August 2021 - 27
Training Industry Magazine - July/August 2021 - A Blueprint for Remote Leadership That Works
Training Industry Magazine - July/August 2021 - 29
Training Industry Magazine - July/August 2021 - 30
Training Industry Magazine - July/August 2021 - 31
Training Industry Magazine - July/August 2021 - Leadership Development is About Capacity, Not Just Competencies
Training Industry Magazine - July/August 2021 - 33
Training Industry Magazine - July/August 2021 - 34
Training Industry Magazine - July/August 2021 - 35
Training Industry Magazine - July/August 2021 - How to Create Leadership Fluency: Cultivating Communities of Practice for Seasoned and Aspiring Leaders
Training Industry Magazine - July/August 2021 - 37
Training Industry Magazine - July/August 2021 - 38
Training Industry Magazine - July/August 2021 - 39
Training Industry Magazine - July/August 2021 - Leveraging Data to Increase Leadership and Team Effectiveness in the Flow of Work
Training Industry Magazine - July/August 2021 - 41
Training Industry Magazine - July/August 2021 - 42
Training Industry Magazine - July/August 2021 - 43
Training Industry Magazine - July/August 2021 - 44
Training Industry Magazine - July/August 2021 - The Power of Practice
Training Industry Magazine - July/August 2021 - 46
Training Industry Magazine - July/August 2021 - Brain-based Leadership Development: What Exactly Are You Scaling?
Training Industry Magazine - July/August 2021 - 48
Training Industry Magazine - July/August 2021 - Learner Mindset
Training Industry Magazine - July/August 2021 - Recent Acquisitions Position eLearning Brothers as a One-stop-shop Solution
Training Industry Magazine - July/August 2021 - Company News
Training Industry Magazine - July/August 2021 - 52
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