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TOPIC : If leadership training is dead, how do companies still develope leaders?

Big Ideas:

• Learning experiences can happen without training
• Learning that happens in community can have a bigger impact
• Learning happens in a spiral -- you have to come back to it again and in different ways.
• Learning happens across multiple axis across time, not linearly
• Leadership learning can happen below the surface before people can see it
• Creating a non-threatening environment -- psychological safety
• Put something in the community basket
• There is no lever for learning - you can just pull and it emerges
• Leadership as an emergent property, rather than something that can be directly developed
• How does the hierarchical structure of training impeding leadership training?
• Focus on the process of learning, rather than the delivering of content and information.
• Practice versus training?
• "Knowledge isn't wisdom. Wisdom in knowledge in action."
• Give people a space to activate the information. Everyone sparks at different times.
• Creating self-fulfilling frameworks that can be peer generated after wards
• Some models can be reciprocated, but the experience may not be the same
• Small moments of connected learning keeps the learning alive - the more exposure to the ideas, the more your Reticular Activation System is activated
• How do we assess whether a learning experience is effective?
• If leadership training is so great, why do we still have the same number of problems we have?
• Does success always mean rising in an organization?
• If everyone can be a leader, how do I choose the next leader?
• Managing and leading aren't the same skill set.
• Promoting people who aren't good at their jobs, but are still potential leaders.
• Sometimes we are short-sighted about leadership development
• Garden metaphor -- plant some seeds, nurture, see what grows, adapt based on what you see

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TOPIC : Is leadership training dead?

BIG IDEAS:

• creating a learning experience without training/teaching people
• training gives people a chance to not take responsibility - they are following the training
• people are happy after a training, but change long term is limited
• attempt to get manager and HR involved in training, but it didn't work
• clients/customers want training, but don't take the time to reflect on what they need
• time is a barrier to implementation of oversight of training
• Peter Principle -- people rise to the level of their competence
• great individual contributors don't always make great leaders
• leadership is nuanced and doesn't follow a checklist
• training doesn't personalize the learning to where/who they are
• provide the spark, get people more emotionally involved in the change
• connecting the theory, to the emotions, to create the behavior change
• leadership is the state of being a leader, not a skill
• bringing the manager in was an attempt to reinforce the training
• making leadership experiences voluntary versus obligatory
• internally motivated learning is more impactful
• letting go of agendas and objectives -- some structure, but give space for what arises from the participants
• leadership can't be taught, but it can be developed
• humans and leadership are too complex to be taught
• leadership has an emotional component
• getting stuck in what you're supposed to do, rather than reading the "room" and adapting to the situation in front of you
• letting go of the idea of needing "tools" as a leader
• internal motivation of being a leader

BOOKS MENTIONED:

• The Power of Moment, Chip and Dan Heath

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💡 SPOTLIGHTED BOOK : Nice Girls Don't Get the Corner Office

📚 GUEST READER : Valentina Tacchino

💬 CONVERSATION HIGHLIGHTS:

• the book is very portable -- you can dip in and out
• how girls/women are educated to be "nice" and certain behavior were educated with not making the most for them in an office environment
• when being too "nice" can prevent us from standing up for ourselves or voicing our opinions
• student behaviors don't work in an office environment
• the cultural conventions and unwritten rules in within a work environment
• not wanting to confirm and "erase" yourself
• the book not asking women to be like men, but does invite you to reflect on your behaviors in relation to what men do or don't do
• make any book you read yours - don't follow it to the letter
• retaining your own personality and consciousness into reading and applying the book
• ask yourself what type of manager and leader you want to be
• unwritten rules come with any organization or community - hours in the office, dress codes, etc.
• many companies spell out the culture now, but at the time it wasn't like that
• wearing clothes that match your personality along with the unwritten rules of the industry
• sometimes you need to compromise on some things to make it easier for everyone
• mentoring people without telling people what to do
• having to change how I spoke to fit into the culture -- how you sound, how you project, when to participate, managing up, etc.
• not saying yes just because someone is your boss
• standing in your strength and in your values
• life and death moments in your career
• taking time and energy to find the way
• when saying "no" can nourish a relationship, rather than end it
• no is a powerful word in many contexts
• getting curious about someone's "no"
• personal gratification is what will keep us going
• shaking the tree, but not uprooting the tree

ℹ GUEST BIO AND LINKS:

Valentina Tacchino leads a team focused on wealth management for international clients at LGT Wealth Management. She looks after UK resident, not living in the UK and clients moving to the UK.

https://www.linkedin.com/in/valentina-tacchino-488b2a26/

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