Leadership development may be the most important thing any company does. That’s why, every week, I review blogs and other publications that cover leadership development to find the very best leadership development posts. This week, you’ll find pointers to posts about how leadership development is becoming more agile, leadership development as the key to adaptability, why leadership development isn’t developing leaders, and a data-driven guide to being a better boss.
From Jon Younger: How Learning and Development Are Becoming More Agile
“What does this mean for workforce learning and development? As Patty Woolcock, the executive director of CSHRP, the California Strategic HR Partnership, says: ‘The future of learning is three ‘justs’: just enough, just-in-time, and just-for-me.’ It means that training is going to have to be just as agile as the workforce — where speed, flexibility, and innovation are key. It means that more learning will happen in teams, and on platforms where training can be delivered any time, any place, at the user’s convenience. In particular, we see several interesting developments:”
From Andy Fleming: The Key to Adaptable Companies Is Relentlessly Developing People
“There are organizations that are great at what they do, that are relentless at it. But it turns out there are very few that are great and relentless at people development. When it comes to preparing organizations for a complex, high-speed future, many people who work in those organizations, or in management science, talk about the imperative for ‘continuous improvement’ in operations. But it is one thing to be relentless about continuously improving the processes by which work gets done; it is quite another – and every bit as necessary – to be relentless about continuously improving the people who do the work.”
From Deborah Rowland: Why Leadership Development Isn’t Developing Leaders
“Over the last 16 years I have carried out research into how leaders create change, and I’ve worked in the change leadership field for 25 years in multinational corporations. Over that time, I’ve come to appreciate four factors that lie at the heart of good, practical leadership development: making it experiential; influencing participants’ ‘being,’ not just their ‘doing’; placing it into its wider, systemic context; and enrolling faculty who act less as experts and more as Sherpas.”
From Steve Hawk: A Data-Driven Guide to Becoming an Effective Boss
“Most leadership advice is based on anecdotal observation and basic common sense. Stanford Graduate School of Business professor Kathryn Shaw tried a different tack: data-driven analysis.”
