Training Industry Magazine - Winter 2022 - 49

For instance, one such disruption is the
explosion of consumer choices and the
use of digital technologies to create
distinction. It presents new opportunities
with new challenges. It is not good
enough to apply digital technologies
around the edges. Organizations need
to invent new ways of working with new
measures of productivity.
Such new ways of working demand
strength in leadership competencies that
has not been emphasized and rewarded
in the past. Confronted by disruption,
leaders are tested and often respond in
two nonproductive ways: Some sense
danger and shut down, while others
overconfidently apply unexamined
know-how rather than taking an
adaptive approach by defining or
reframing problems, exploring
new domains and innovating.
ADAPTIVE LEADERS
Long-term disruption and change
will continually shape and reshape
the way people live, work and do
business. Adaptive organizations
must
think
beyond incremental
growth and continuously address
weaknesses of current practices.
Adaptive leaders must periodically
get up on the roof to see what is
coming over the distant horizon.
When they see disruption potential,
they must quickly prepare responses
to act in unity with other leaders.
Adaptive leaders constantly look
for ways to align moments of truth
to changing customer desires.
They seek to change customer
preferences in ways that benefit their
organizations and customers. They
prepare their teams for planned and
unplanned futures. They sense change
coming and respond quickly. These
adaptive leaders operate well, adapt
quickly, invent new ways of working and
transform their organizations seamlessly
all at the same time.
ADAPTIVE LEADERSHIP
DEVELOPMENT
A new schema for leadership
development is needed. One that
develops adaptive leaders at all levels,
earlier in their careers and in the flow
of their work - and can be delivered
economically at scale. The new schema
emphasizes learning within the context
of the organization's business conditions,
workflows and goals with immediate
application of learning.
There are six actions and several keys
to developing adaptive leaders, starting
with helping leaders understand the
organization, including the goals, mission
and the products and services it delivers.
Form an instructional design team of
leaders at various levels and provide a
framework for discussion and design of
leadership training that senior leaders
can use to provide core organization
understanding of what is important to
them and expected of all leaders.
Have business leaders provide essential
goals to their instructional design
team who leads human resources,
corporate communications, employee
relations, and other teams. Embed this
into the entire employee journey from
recruitment to retirement.
Empower the instructional design team
to lead corporate strategy, program
management, operational excellence
and other teams to align objective setting,
investment portfolio management and
other goal-to-results methods to ensure
alignment as conditions change.
Iteratively design, develop and deploy
leadership development programs
that are facilitated by the leaders who
participated in one through three above.
Iterate from essential aspiration and
intentions and continuously extend
content. Reengage leaders to continue
their learning.
As deployment progresses, engage
learners to refine learning content by
providing application cases, additional
application scenarios and pitfalls.
In this new schema, the CLO and L&D professionals drive value by enabling and
coaching organization leaders at all levels, regardless of title or tenure.
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