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70 20-10 research (mc cauley)
 

70 20-10 research (mc cauley)

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Slides shown by Cindy Mc Cauley of the Center for Creative Leadership at the Conference Board in February 2012.

Slides shown by Cindy Mc Cauley of the Center for Creative Leadership at the Conference Board in February 2012.

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    70 20-10 research (mc cauley) 70 20-10 research (mc cauley) Presentation Transcript

    • 70-20-10:From Research to Rules to Real-World Practices Cindy McCauley A presentation for the Council on Learning, Development, and Organizational Performance January 25, 2012
    • AgendaLeader development: Which experiences matterthe most? © 2011 Center for Creative Leadership. All Rights Reserved.
    • A series of pioneering studiesCountry Year # Executives # Organizations 2007 - 2010 54 4 state-owned, 2 private 2007 - 2008 34 12 ministries, 18 state boards 2006 - 2007 71 8 home-grown Indian global 2004 - 2005 234 Participants, C-level program36 countries 1999 101 16 global 1996 288 1 global + program participants 1984 - 1985 76 25 Fortune 100 1981 - 1984 191 6 corporations, including 5 Fortune 50 © 2011 Center for Creative Leadership. All Rights Reserved.
    • 70 20ChallengingAssignments Other People 10 Coursework and Training Adverse Personal Situations Experiences 4 © 2011 Center for Creative Leadership. All Rights Reserved.
    • The Evolution of 70-20-10Global executives 1999 101 73 - 16 - 11studyLessons of adiverse workforce 1996 288 48 - 47 - 5Executive women’s 1984 - 1985 76 56 - 38 - 6studyOriginal study 1981 - 1984 191 70 - 22 - 8 © 2011 Center for Creative Leadership. All Rights Reserved.
    • The Evolution of 70-20-10China 2007 - 2010 54 68 - 25 - 7Singapore 2007 - 2008 34 65 - 33 - 2India 2006 - 2007 71 69 - 27 - 4USA 2004-2005 234 60 - 33 - 7 © 2011 Center for Creative Leadership. All Rights Reserved.
    • Agenda are the Basic Five? WhatConstructive bosses/superiors Turnaround Increase in scope Horizontal move New initiative © 2011 Center for Creative Leadership. All Rights Reserved.
    • Agenda are the Plus Two? What • Personal experiences China • Mistakes • Personal experiences India • Crossing cultures • Stakeholder engagementsSingapore • Crisis • Mistakes USA • Ethical dilemmas © 2011 Center for Creative Leadership. All Rights Reserved.
    • Agenda © 2011 Center for Creative Leadership. All Rights Reserved.
    • Experiences LessonsMemorable events that influence a Shifts in ….person’s approach to leading &managing Skill level Behavior Knowledge Values Attitude © 2011 Center for Creative Leadership. All Rights Reserved.
    • Experiences-Lessons Matrix E x p e r i e n c e s China • Cultural crossings Horizontal moves Ethical dilemmas Increases in job India • New initiatives engagements Turnarounds experiences Stakeholder Singapore • superiors Bosses & Mistakes Personal USA • scope CrisisLea Managing direct reports •••• •• •••• • •d Self-awareness •• ••• • •e Executing effectively • ••r Integrity •• • •sh Managing stakeholders • • •i Communication •p Building & managing teams • Insights about leadership ••L Managing change •e Confidence • • •ss Functional and technical expertise • •o Innovation, creativity, entrepreneurship, & r • •n Empathy •S Managing career & life goals • • Working across differences • Boundary spanning mindset • Establishing systems & regulations • • • © 2011 Center for Creative Leadership. All Rights Reserved.
    • 70-20-10 Framing of Leader DevelopmentWhat’s useful? Reminds us to take a broad view of learning and development—to see how leader development is happening outside of formal training settings Emphasizes the three basic modalities of learning: direct experience, relationships, education Increases the impact of research findings by communicating them in their simplest terms © 2011 Center for Creative Leadership. All Rights Reserved.
    • 70-20-10 Framing of Leader DevelopmentWhat’s not useful? Connotes that the complexities of leader development can be captured in a simple formula Hides the real insights: What kinds of direct experiences, relationships, and education are developmental? May communicate a segmented rather than integrative approach to leader development Description-to-prescription fallacy © 2011 Center for Creative Leadership. All Rights Reserved.
    • Ideas Into ActionHow do you help people get the leadership experiencesthey need for development?How do you enhance people’s ability to learn fromexperience?How is an experience-based approach to leadershipdevelopment best embedded in HR practices?How can shared beliefs and practices be influenced tobetter support experience-based development? © 2011 Center for Creative Leadership. All Rights Reserved.
    • Coming in 2013 The Lessons of Experience Fieldbook A compendium of tools,processes, and practices To receive information about how you can contribute, contact:for putting experience at the center of leader Cindy McCauley development mccauley@ccl.org © 2011 Center for Creative Leadership. All Rights Reserved.