Training Industry Magazine - July/August 2021 - 38

professionals can reinforce learning
in myriad forms and have participants
build on learning concepts gained from
previous sessions. This approach also
leverages the model of spaced learning
delivery, where content is reintroduced
over specified intervals.
Here are approaches we have
found successful in our leadership
development design that draw from the
method language experts use to help
learners gain fluency. Leaders can learn:
From Those Already
Performing the Skill.
Both seasoned and emerging
leaders can benefit from this learning
touchpoint. It gives emerging leaders an
occasion to learn directly from seasoned
leaders. Additionally, when leaders are
the recipient of cross-training, working
in a different area of the organization
can help break down silos and promote
better awareness of others. Some best
practices include job shadowing, crosstraining,
and job sharing or rotation.
Incorporating job shadowing, for
example, into a leadership development
program creates experiential learning for
the participants. Learners can encounter
in-real-time problems or situations and
take part in real-life, in-action solutions.
By Taking on Additional
Responsibilities.
This approach can push participants
outside of their comfort zones by placing
them into unfamiliar situations where
they can learn and grow. It gives them
a chance to stretch their talents beyond
their current expertise and to perform at
higher levels. Some examples include
stretch assignments, special projects
and committee work.
Adding stretch assignments or
special projects into your leadership
development program provides an
opportunity for practicing new skills.
It also allows participants to prove
their capabilities.
| 38
Through Formal and
Informal Training.
Formal learning tends to be the
bread-and-butter of most L&D training
programs; however, it's often not
enough or even the right fit for some
learners. Incorporating resources that
point current and potential participants
to other learning opportunities that
align with your offerings can ensure
leadership fluency continues. Some
examples include external training and
professional development courses,
certifications or badges, and degreeseeking
programs.
Most external training and professional
development from vendors such as
LinkedIn Learning and Coursera allow
L&D practitioners to create custom
learning paths. Integrating learning
paths through these external vendors
with existing internal programs is a great
way to have participants engage with
leading experts in other organizations
while discussing and analyzing learned
concepts with others.
By Group Participation.
Group participation is almost a given
in most training sessions. However,
forming semi-structured groups outside
of formal offerings, or in addition to
programs can provide more support
and space to help participants gain
leadership fluency. Some examples
include communities of practice, service
or volunteering, and online forums and
social learning.
Leveraging Microsoft Teams or Slack is
a great way to build social learning and
communities of practice. For instance,
you can create a channel specifically for
a leadership development course where
participants can reach out to others with
questions or to share resources.
With Guidance
from Others.
There are many proven benefits of
learners seeking guidance from others
as a component of their professional
Adding coaching and/or mentoring
programs into your leadership
development design produces one of
the biggest opportunities for integrating
different leadership development
programs and cultivating leadership
fluency. You can add a component to
your executive leadership program
where leaders must coach participants
6-point Checklist
Use these approaches as
a checklist when designing
your leadership development
experiences to ensure
leadership fluency. Make
sure participants learn:
From those already
performing the skill.
By taking on additional
responsibilities.
Through formal and
informal training.
By group participation.
With guidance from others.
From self-study.
development. For instance, when added
to a formal learning experience, it can
promote a learning culture and help
build connections between participants,
as well as growth. Some examples of
these types of learning experiences
include coaching, mentoring and
mastermind groups.

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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