Does learning lead to performance?


“An organization’s ability to learn, and translate that learning into action rapidly is the ultimate competitive advantage.” 

— Jack Welch, former General Electric CEO

In today’s disruptive and hyper competitive world, the need for learning new skills and competences come in continuous waves.  Such learning becomes more and more transitory as the skills and competences get replaced by new requirements and technology. There is widespread realisation that it is this increased capacity and hunger for such learning that provides Leadership with its “last frontier of business advantage”.

Because of the disruptive and accelerating changes all around, the capacity for self driven learning within a‘learning organisation’ culture could be the key differentiator. In the book‘The Six Disciplines of Breakthrough Learning’ its authors outline a process which they claim would add significant value to businesses through creation of such a ‘Learning culture’.

The 6D process goes through these stages.

  • Define Business outcomes rather than falling into the trap of defining Learning outcomes.
  • Design the Complete Experience rather than merely a learning event.
  • Deliver for application, which essentially means the learning in itself should motivate its application.
  • Drive Learning transfer. Possibly the most critical stage. This is when ‘Can I?’ shifts to ‘Will I?’
  • Deploy performance support to overcome the resistance mindset to change as one gets down to ‘doing it the new way’.
  • Document results. Did it achieve the results? Was it worth it?

 As I read the book, I am left pondering about what is it that stops organisations from adopting and applying the six disciplines as outlined.

Is it :

  • The absence of a link between what is learnt to how it would support one to personally succeed and get recognised?
  • The law of fast forgetting  one’s new learning  as one gets back into the comfortable rut of old ways?
  • The failure to shift from ‘Can I?’ to ‘Will I?’And the underlying reason for that?
  • The plethora of disparate factors  about one’s own motivation,  existing workflows and processes, the work place culture, the political, economic and social aspects?

If indeed there exist such a large number of factors which come in the way of learning transfer,what could be done to optimise performance? In such a situation, how could we shift people from being disengaged to be innovative, how could we transform an organisation to imbibe a learning mindset and be a leading edge innovator?

To be able to do the above Leadership too needs to Learn. Learn how to use future based generative language to articulate a future which addresses the concerns of all the above disparate stakeholders. A future into which everyone concerned comes to live into with learning and actions in the present to make the future happen.

In learning……..

Shakti Ghosal

Acknowledgement: “THE SIX DISCIPLINES OF BREAKTHROUGH LEARNING” How to Turn Training and Development Into Business Results by Calhoun W. Wick, Roy V. H. Pollock, Andrew Mc K. Jefferson, and Richard D. Flanagan. Published by John Wiley &Sons Inc., Hobokern, New Jersey 2015.

The Millennial Leadership Series : How do you grow your leadership?


This is a question that I am frequently asked by the students of the two business schools where I am a visiting faculty. Knowing about my decades of corporate experience, they assume that I carry nuggets of experience based wisdom that can grow leadership. I do not have the heart to tell them that my so called “experience wisdom” seldom if at all played a role in my leadership initiatives. In fact if truth be told, my leadership situation most of the times was akin to, “I have no idea where I am going”.

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So how does one grow into great leadership?

Well for a start, one cannot think one’s way into great leadership.  It really comes down to putting our feet on the ground, being a “Do- er” under all situations, never mind the nay-sayers and doomsday prophets.  The essence really is “DOING”. We grow when we do things, as we tweak our path and approach intuitively.

Leadership is really about our impact on others. Many of us though confuse this with the great intentions that we hold.  But intentions, which is all about us, has little or no alignment with impact, which is all about others.  So how does one create this alignment? We do this by seeing our self through the eyes of those we serve. I like to see this as a kind of empathy working in reverse.

Literature is full of how empathy is an intrinsic part of great leadership.  Which is all about what we need to do with getting into the other person’s shoes and looking at a situation from his / her perspective. But how often do we think of allowing the other person to get into our shoes and providing a fresh perspective from our vantage point?

Feedback from others who watch our ability ( or otherwise!) to impact others is  really the fuel that can ignite our leadership transformation.

Ask the following questions of your team.

  • What did I do that led to a positive impact?
  • What did I do that negatively impacted the team’s initiative?
  • What Could I do better to encourage the team to perform?

 

………. In Learning

Shakti Ghosal

 

The Millennial Leadership Series : Core of Leadership transformation


The only way to change someone’s mind is to connect with them from the heart.”

– Rasheed Ogunlaru, Life Coach & Speaker

 

How-Well-Do-You-Use-the-Leadership-Skill-of-Empathy

Recently I had the opportunity to be a Master Mentor to a set of alumni mentors of a premier business school as part of its ambitious initiative to offer a Career Support Program for its graduating students.  As the master mentor, my role was really about ensuring the effectiveness of the mentoring process.

The alumni mentors had graduated from the same school few years back and were shaping up as young business leaders in the industry.

In one of my interactions, an alumni mentor mentioned that inspite of his efforts, he sensed a lack of openness and desire to engage from some of the students. I could sense his frustration of seeing his mentoring efforts becoming unproductive.

I asked, “What shows up when you think of your own leading ability?”

“Well, when I am able to influence and get things done”, he answered.

“… and when you see that happening, what behaviours do you display?” I continued.

Reflecting a bit, the mentor replied, “Well I believe I encourage people to take on new initiatives.”

I could sense the disparity between what the mentor believed he was committed to and the outcome that he was achieving. I avoided saying so.

Changing the track somewhat, I then asked, “What do you think gets in the way when you try to support others to take on new challenges?”

The alumni mentor responded almost immediately, “Well I think I need to be more empathetic and less of a stickler to holding people accountable.”

I thanked him for this great insight.

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As a Leader, Manager or Supervisor dealing with teams tasked to produce outcomes, we get conditioned to link results to all that is happening outside us. So tracking people, their performance and holding them accountable comes naturally to us. Very seldom do we look inside our own selves to determine whether the way we speak, listen and act could have a bearing on our team member’s performance. This is where the power of empathy steps in.

In the disruptive world that we live in, where past performance has less and less traction for the future, Leaders need to anchor more within, with empathy at the core of growth and transformation.

  • What might you do today to focus on building trust through empathy?
  • How could you be a ‘success enabler’ of people by proactively removing barriers out of their way?
  • How could you be a sounding board for people to come to, so that you could put them in a position to succeed?

In Learning

Shakti Ghosal