A Leader's Greatest Deception - Part II

After I had facilitated a two-day retreat for leaders, the senior executive who had hired me offered to drive me to the airport. Rather than replying that I would be happy to call a taxi, I accepted his offer.

The major item on his “agenda” was clear as soon as we drove off the mountaintop resort property. That’s when he complimented me on the leadership program I presented to his team, and then inquired as to how I was able to achieve all of his objectives.

I explained that although I had professional experiences as a researcher, sales leader, and executive, my undergraduate degree was in fact, in education. I pointed out that learning and teaching had always been a big part of my work (and a full-time endeavor for the last 20 years). The curious executive dug deeper by asking specifically about my process. I told him that my approach was based on the best practices in adult learning because I didn’t want leaders wasting their time or limited resources on unproven, unpredictable approaches or meaningless meetings. (Meeting Planners International reports that over $100 billion per year is spent on meetings.) Information alone seldom leads to application, much less transformation.

The remainder of our drive to the airport was taken up by discussing the model of adult learning that I use, as outlined below:

1. Assess = Evaluate current level of competence and knowledge; create readiness to change (e.g., evidence-based survey instruments and interviews)

2. Learn = Present principles, best practices, and rationale for material. (e.g., written text, data, classroom facilitation and discussion, film)

3. Analyze = Provide examples of appropriate and inappropriate skill performance. Analyze behavioral principles and reasons they work. (e.g., case studies)

4. Practice = Practice learned behaviors. Adapt principles to personal style. Receive feedback and assistance. (e.g., exercises, simulations, role-plays)

5. Apply = Transfer classroom learning to real-life situations. Foster ongoing personal development. (e.g., behavioral coaching, written, conference calls)

A few months ago, I wrote (in an issue of Dave’s microRaves) that the leaders’ greatest deception was assuming they knew themselves – strengths, weaknesses, dominant response patterns… The second greatest deception is believing that information leads to application. I encourage you to avoid this costly error by following the fundamental process described above. How surprised will you be when the information you present becomes knowledge they apply?

Keep stretching when you’re pulled,

Dave

Dave Jensen helps leaders manage ambiguity, gain buy-in to any change, improve decision-making, and achieve difficult goals in today’s complex, competitive, and conflicting environment. For a FREE Chapter or to purchase his newly released groundbreaking book that helps executives and managers develop business-boosting skills, The Executive’s Paradox – How to Stretch When You’re Pulled by Opposing Demands, visit http://davejensenonleadership.com/