Training Industry Magazine - July/August 2021 - 37

How do we help learning concepts flow
through our organizations to ensure that
its leaders are speaking and practicing
a " leadership language " ? Leadership
language and practices should reinforce
the organization's guiding principles,
such as values, mission, vision and
competencies. It takes more than a
one-and-done training class approach
to create sustainable, effective
leadership development. Instead, it
takes a learning and development (L&D)
strategy of providing multi-touchpoint
learning experiences to develop current
leaders while simultaneously creating
a leadership pipeline of emerging and
aspiring leaders.
This article highlights practices
for connecting current leadership
development programs with other learning
offerings, such as regularly scheduled
training sessions, microlearning and selfdirected
learning. Another key component
is creating learning communities of
practice within the organization to allow
leaders to share and explore latest ideas
and skills, as well as to become fluent in
the leadership language and practices
that express the organization's
guiding principles.
Leadership Fluency
Fluency is the state of being fluent, or
rather the ability to express oneself
smoothly, easily or readily. Being fluent
is usually associated with the ability
to speak, write or read a language
" accurately and with facility. " It is also
being able to comprehend and apply
ideas appropriately. Looking deeper into
the definition, however, being fluent also
applies to movement, style or practice
that is smooth and graceful, and the
ability to " flow freely " or be " fluid. "
Applying all aspects of fluency to
leadership development comes in handy
for L&D professionals. As pointed out
in " Why Leadership Development Isn't
Developing Leaders, " an HBR article,
leaders in today's volatile, uncertain,
complex and ambiguous (VUCA)
environment need to be intuitive, fluid
and more collaborative. Developing
leaders who are fluent not only helps
ensure that all levels and areas of
leadership are congruent with each
other but also with the changing needs
of others and the organization. Leaders
who are fluent possess an awareness
- of self and others - enabling them to
comprehend different and sometimes
ambiguous situations, and they are able
to adapt their style to meet those needs
while still maintaining the organization's
guiding principles.
So how do we as L&D professionals and
designers create the conditions for this
to happen and open up opportunities for
all leaders? Looking at some tips of how
people become fluent is helpful.
How to Become Fluent
Numerous studies from language
experts have shown that to become
fluent in a language, the learner should:
* Immerse themselves
* Practice using the language
* Stay committed daily
* Engage with local literature, films,
music, etc.
* Push themselves out of their
comfort zone
* Find a language learning partner
or group
As L&D professionals, we know that
mastering any type of skill involves a
process. It also involves intentional
practice and exposure to the new
learning through different touchpoints
and interacting with people of various
skill levels.
6-point Learning
Approach to Creating
Leadership Fluency
L&D professionals can apply similar
concepts from the language experts to
leadership development. For example,
focusing on design to allow for both
formal and informal learning touchpoints
generates opportunities for immersion
and can encourage learners to stay
committed to practicing skills.
Taking a more comprehensive approach
to the learning design of leadership
development also makes certain that
leadership language aligns in the
various offerings. There are many
benefits to this approach, such as
addressing learning retention, or the
forgetting curve, one of the biggest
challenges for L&D professionals. L&D
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Training Industry Magazine - July/August 2021

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