Experience Explorer Introduction by Anand Chandrasekar and Meena Wilson
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Please join us and our guests Anand Chandrasekar and Meena Wilson. Sponsored by Labs@CCL. Meena and Anand will update us with best practices and the latest developments in using Experience Explorer. More on EE at www.ccl.org/Experience . EE is based on the CCL Lessons of Experience research. Experience Explorer™ equips a facilitator with a simple, energizing tool to help managers explore their most memorable workplace experiences and what they learned about leadership from those experiences. This tool is based on proven research and offers the opportunity to accelerate leadership development – enhancing leaders’ ability to learn from experience at all levels. Experience Explorer™ is much more than a personal inventory of experiences and lessons. It emphasizes the specific types of experiences and dimensions of lessons identified by CCL research as common to leading in organizations. A coach or consultant facilitating Experience Explorer with multiple leaders or a classroom instructor facilitating an educational session will need to provide each leader or student with a personal card deck.
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Experience Explorer Introduction by Anand Chandrasekar and Meena Wilson
- 1. ©2014 Center for Creative Leadership. All rights reserved. Meena WilsonAnand Chandrasekar Experience Explorer: Making learning from experience Intentional …not incidental
- 2. ©2014 Center for Creative Leadership. All rights reserved. leadership talent more quickly? How can we develop more and better
- 3. ©2014 Center for Creative Leadership. All rights reserved.©2014 Center for Creative Leadership. All rights reserved. What approach is your organization most likely to use to develop more and better leadership talent more quickly? POLL (Select one response only) A Send managers to leadership development programs Assign mentors / coaches (internal or external) Create special assignments that enable action learning Use a combination of A + B + C Other B C D E
- 4. ©2014 Center for Creative Leadership. All rights reserved. Learning to learn from experiences is critical to becoming a top-level leader Powerful research tells us which Experiences and Lessons are the most essential Experience Explorer™ (EE) card deck contains Experiences and Lessons that matter the most – EE provides a structured path for developing self and others Q&A Today’s Agenda
- 5. ©2014 Center for Creative Leadership. All rights reserved. How can we make leadership development intentional, not incidental ?
- 6. ©2014 Center for Creative Leadership. All rights reserved. The research: what do we know?
- 7. ©2014 Center for Creative Leadership. All rights reserved. What Research Tells Us Coursework and Training Developmental Relationships Challenging Assignments 20 1070
- 8. ©2014 Center for Creative Leadership. All rights reserved.©2014 Center for Creative Leadership. All rights reserved. How familiar are you with the 70-20-10 guideline? POLL (Select one response only) A Not at all familiar – hearing about 70-20-10 for the first time Somewhat familiar - have heard / read about 70-20-10 Familiar – use 70-20-10 in my workplace for discussions and decisions Very familiar – apply 70-20-10 when designing leadership development initiatives B C D
- 9. ©2014 Center for Creative Leadership. All rights reserved. Lessons of Experience: A series of pioneering studies Country Year # Executives # Organisations 2007 - 2010 54 4 state-owned, 2 private 2007 - 2008 34 12 ministries, 18 stat boards 2006 - 2007 71 8 home-grown Indian global 2004 - 2005 234 117 private, 21 public, 13 non-profit 1999 101 16 global 1981 - 1984 191 6 corporations, including 5 Fortune 50 1996 288 1 global + program participants 1984 - 1985 76 25 Fortune 100 36 countries
- 10. ©2014 Center for Creative Leadership. All rights reserved. Bosses and superiors Turnaround Increase in job scope Horizontal move New initiative Personal experiences Stakeholder engagement Cultural crossing Crisis Ethical Dilemma Mistake Career setback Difficult people Feedback & coaching x Coursework and training 20 10 70 The Total Spectrum of Experiences
- 11. ©2014 Center for Creative Leadership. All rights reserved.©2014 Center for Creative Leadership. All rights reserved. Horizontal move TurnaroundBosses & superiors New Initiative Increased job scope 5universally important experiences
- 12. ©2014 Center for Creative Leadership. All rights reserved.©2014 Center for Creative Leadership. All rights reserved. +2unique – to - country experiences Personal Experiences Crises Stakeholder Engagements Ethical Dilemmas Mistakes Crossing Cultures
- 13. ©2014 Center for Creative Leadership. All rights reserved.©2014 Center for Creative Leadership. All rights reserved. More on the Lessons of Experience research Available from www.ccl.org
- 14. ©2014 Center for Creative Leadership. All rights reserved. World of Work World of People World of Self World of Self: thoughts, emotions, actions, mindset and attitudes to manage oneself World of People: interpersonal and social skills to connect with people World of Work: attention to strategy, operations and culture; skills and perspectives to get work done Three Domains of Lessons
- 15. ©2014 Center for Creative Leadership. All rights reserved.©2014 Center for Creative Leadership. All rights reserved. How can we help managers get the experiences they need to develop themselves? QUESTION
- 16. ©2014 Center for Creative Leadership. All rights reserved. Using Experience Explorer™
- 17. ©2014 Center for Creative Leadership. All rights reserved. The Experience Explorer Card Deck • The EE deck includes • 52 Experience cards (blue) • 42 Lesson cards (orange) • 5 Instruction cards (white) • The purpose of Experience Explorer™ (EE) is to help managers learn from their experiences intentionally. • Four decades of research at the Center for Creative Leadership is the basis of the EE card deck http://www.ccl.org/leadership/tools/EEOverview.aspx
- 18. ©2014 Center for Creative Leadership. All rights reserved. The 4S Model EXPERIENCE 1. Set Objectives 2. Sort and Select 3. Share 4. Strategize
- 19. ©2014 Center for Creative Leadership. All rights reserved. Set Objectives • Clarify and articulate the intention of the session to yourself and stakeholders • Choose one of two paths—the Experience Path or the Lesson Path—that best suits the intent of the exercise. Experience Path Lesson Path Diverse Participant Group Participants from the same organization, work in teams, or belong to a single function No specific competency model or framework exists A widely accepted core competency or leadership-development model in place
- 20. ©2014 Center for Creative Leadership. All rights reserved. Sort and Select 1. Pick up, shuffle, and use 52 blue cards 2. Sort into two stacks: • Experiences you have had • Experiences you have not had 3. Now, pick up ‘Experiences you have had’ stack of cards. Select only three cards that remind you of memorable experiences that have shaped how you behave today as a leader. Sort and Select experiences at a face-to-face EE session
- 21. ©2014 Center for Creative Leadership. All rights reserved. # Experience # Experience E01 had boss/superior who was a teacher E11 left one organization and joined another E02 worked with boss who was demanding and supportive E12 transferred to new job location E03 lost a promotion/job E13 became a boss/supervisor/chair for the first time E04 participated in a course/program E14 took on additional responsibilities without promotion E05 dealt with budget or financial crisis E15 made a mistake that affected my team/unit/organization E06 lived and worked in another country E16 created new service/product/brand E07 handled performance problem with subordinate/s E17 implemented a new strategic initiative E08 handled conflict with another person/group E18 played leadership role outside workplace E09 served as mentor E19 worked on a cross-functional/inter- agency team E10 guided/coached by respected person outside work E20 fixed/reformed under-performing unit or organization Sort and Select Select two experiences that have shaped how you behave today as a leader; note down the corresponding numbers
- 22. ©2014 Center for Creative Leadership. All rights reserved. The Total Spectrum of Experiences Bosses and superiors Personal experiences Cultural crossing Turnaround Crisis Career setback Increase in job scope Stakeholder engagement Difficult people Horizontal move Ethical dilemma Feedback and coaching New initiative Mistake Coursework and training
- 23. ©2014 Center for Creative Leadership. All rights reserved. Which 2 experiences have shaped you as the leader you are today? Sort and Select # Experience # Experience E01 Bosses & Superiors E11 Horizontal Move E02 E12 E03 Career Setback E13 Increase in Job Scope E04 Coursework & Training E14 E05 Crisis E15 Mistake E06 Cultural Crossing E16 New Initiative E07 Difficult people E17 E08 E18 Personal Experience E09 Feedback & Coaching E19 Stakeholder Engagement E10 E20 Turnaround/Fix-it
- 24. ©2014 Center for Creative Leadership. All rights reserved. Sort and Select 1. Think again and pick one of the two experiences that is a very memorable experience for you. 2. Go through 42 orange Lesson cards and …make a stack of Lesson cards that remind you about what you learned from your experience. 3. From your stack, select 3 main lessons that you use as a leader today. Sort and Select lessons at a face-to-face EE session
- 25. ©2014 Center for Creative Leadership. All rights reserved. Sort and Select # Leadership Lesson / Competencies L01 decision-making L02 risk-taking L03 initiating/managing change L04 thinking/acting strategically L05 technical/functional expertise L06 building/managing a team L07 communicating effectively L08 managing/motivating/developing subordinates L09 inspiring higher performance L10 managing bosses/superiors L11 cross-cultural insights/knowledge L12 accepting/managing uncertainty and complexity L13 value of learning/self-improvement L14 perseverance L15 self-awareness L16 confidence 1. Select one of the two experiences that is a very memorable experience for you. 2. From the table, select 3 main skills that you learnt from that experience and use as a leader today; note down the numbers
- 26. ©2014 Center for Creative Leadership. All rights reserved. Sort and Select # Leadership Skills / Competencies L01 World of Work L02 L03 L04 L05 L06 World of People L07 L08 L09 L10 L11 L12 World of Self L13 L14 L15 L16 In which of the 3 worlds do your skills fall?
- 27. ©2014 Center for Creative Leadership. All rights reserved. Share Speed Networking: You are about to circulate around the room and meet as many people as you can in the next 15 minutes. STORY TELLER: Share one of your very memorable experiences and the key lessons you drew from that experience. LISTENER: Listen with your heart. Why was that experience important to your partner? At a face-to-face EE session
- 28. ©2014 Center for Creative Leadership. All rights reserved. Share You get to know others in a deeper way. We have been with each other for more than two weeks. But now I know something very important about a person that I did not know. So I can know them as a person. I thought I was the only person who had taken up an expanded role without promotion. Now I see that almost everyone in the room had.
- 29. ©2014 Center for Creative Leadership. All rights reserved. Bosses and superiors Turnaround Increase in job scope Horizontal move New initiative Personal experiences Stakeholder engagement Cultural crossing Crisis Ethical Dilemma Mistake Career setback Difficult people Feedback & coaching x Coursework and training 20 10 70 The Total Spectrum of Experiences
- 30. ©2014 Center for Creative Leadership. All rights reserved. World of Work World of People World of Self World of Self: thoughts, emotions, actions, mindset and attitudes to manage oneself World of People: interpersonal and social skills to connect with people World of Work: attention to strategy, operations and culture; skills and perspectives to get work done Three Domains of Lessons
- 31. ©2014 Center for Creative Leadership. All rights reserved. From a focus on past experiences and leadership lessons to A focus on desired capabilities and future experiences that can teach those capabilities. Strategize
- 32. ©2014 Center for Creative Leadership. All rights reserved. • Select one experience that you would most benefit from in the next 6 months Strategize # Experience # Experience E01 had boss/superior who was a teacher E11 left one organization and joined another E02 worked with boss who was demanding and supportive E12 transferred to new job location E03 lost a promotion/job E13 became a boss/supervisor/chair for the first time E04 participated in a course/program E14 took on additional responsibilities without promotion E05 dealt with budget or financial crisis E15 made a mistake that affected my team/unit/organization E06 lived and worked in another country E16 created new service/product/brand E07 handled performance problem with subordinate/s E17 implemented a new strategic initiative E08 handled conflict with another person/group E18 played leadership role outside workplace E09 served as mentor E19 worked on a cross-functional/inter- agency team E10 guided/coached by respected person outside work E20 fixed/reformed under-performing unit or organization
- 33. ©2014 Center for Creative Leadership. All rights reserved. • Select two skills would you like to develop from the one experience you just identified Strategize # Leadership Skills / Competencies L01 decision-making L02 risk-taking L03 initiating/managing change L04 thinking/acting strategically L05 technical/functional expertise L06 building/managing a team L07 communicating effectively L08 managing/motivating/developing subordinates L09 inspiring higher performance L10 managing bosses/superiors L11 cross-cultural insights/knowledge L12 accepting/managing uncertainty and complexity L13 value of learning/self-improvement L14 perseverance L15 self-awareness L16 confidence
- 34. ©2014 Center for Creative Leadership. All rights reserved. The 4S Model Explained
- 35. ©2014 Center for Creative Leadership. All rights reserved.©2014 Center for Creative Leadership. All rights reserved. QUESTIONS?
- 36. ©2014 Center for Creative Leadership. All rights reserved. Fundamental Truths of Experience-Driven Leadership ARE ALL EXPERIENCES EQUAL? Not all experiences are equal; different experiences teach different things… 1. Quality 2. Quantity 3. Diversity of experience matters…
- 37. ©2014 Center for Creative Leadership. All rights reserved. With a little effort, we can make learning from experiences intentional, not incidental nor accidental!
- 38. ©2014 Center for Creative Leadership. All rights reserved. Experience Audit • An experience audit is a useful way to take a snapshot of your / your team’s/ your organization's experience journey to date and to forecast opportunities for challenge, learning and growth. • An experience audit helps the organization make learning from experience, intentional, not incidental nor accidental. WHAT IS AN EXPERIENCE AUDIT? An experience audit is a structured way to evaluate the quality, quantity and diversity of experience, and how that impacts leadership development in an enterprise.
- 39. ©2014 Center for Creative Leadership. All rights reserved. Experience Audit can help you answer Critical Questions Today’s Snapshot Have I picked up important leadership skills in managing self, others and the work? What are the powerful experiences that I need to pick up in order to boost my career? What experiences are my peers learning from? HOW CAN EXPERIENCE AUDIT HELP? Leaders Organization Tomorrow’s Forecast What should I look to learn from my next experience / assignment? How can I get better at maximizing my learning from my current and future assignments? What experiences and skills are my peers signing up for? What powerful experiences have my leaders learnt from? What powerful experiences are my leaders lacking in? Does my leadership have the diversity of experience needed to succeed? What experiences are my leaders looking forward to? Are my leaders looking to develop depth and nuance (Quantity) of experience or develop an expanded skillset (Diversity)? What critical leadership skills are my leaders looking to develop?
- 40. ©2014 Center for Creative Leadership. All rights reserved. Resources
- 41. ©2014 Center for Creative Leadership. All rights reserved. Experience Explorer Solution Set These cards are great. It is like a mini career planner for understanding which experiences I’ve had–and which ones I haven’t.
- 42. ©2014 Center for Creative Leadership. All rights reserved.©2014 Center for Creative Leadership. All rights reserved. Are you interested in conducting an Experience Audit? Have you used EE in a novel and different way? Do you have suggestions for its usage and development? Share with us! Meena Wilson alliancesforwomen@gmail.com Anand Chandrasekar chandrasekara@ccl.org Thank you for your time and attention!
Editor's Notes
- Ex
- Slide intent: Make two-fold objective explicit – to add to their toolkit (for example by using with their direct reports) and to invite them to think through how to create a learning culture in their own organizations. SAY: This session has a two-fold aim. To offer you a research based tool that you can use with your clients To invite you to think about what a learning organization would look like, and how a learning organization can be co-created. Any questions?
- Move to front ….. after your Run with Robert activity … here we have gone beyond the demo to a discussion of the art of putting together a CCL solution
- Definitions Bosses & superiors Leader/s who are one or more levels above the manager and become a positive or negative role model, catalyst, coach, or teacher. Turnaround/fix-it Fixing a failing or underperforming business operation; or implementing an organizational culture change. These troublesome assignments can arouse turbulent thoughts and feelings that have to be managed to meet the twin goals of improving productivity and profitability. Increase in job scope An increase in budget, number of people to manage, access to resources, and complexity of tasks; typically raises the manager’s responsibilities and visibility and involves a promotion. Horizontal move Transition or rotation to another function, business unit, organization, or industry sector; may not involve a promotion but calls for acquiring new expertise. Horizontal moves stimulate managers to experience different work and work cultures. These moves can be initiated by the organization or an individual. New initiative Opportunity to develop or launch new products and services, adopt new technologies, craft a new policy or process, build a plant or unit from scratch, develop a new market, embark on a new line of business, or create a new business entity.
- Definitions Bosses & superiors Leader/s who are one or more levels above the manager and become a positive or negative role model, catalyst, coach, or teacher. Turnaround/fix-it Fixing a failing or underperforming business operation; or implementing an organizational culture change. These troublesome assignments can arouse turbulent thoughts and feelings that have to be managed to meet the twin goals of improving productivity and profitability. Increase in job scope An increase in budget, number of people to manage, access to resources, and complexity of tasks; typically raises the manager’s responsibilities and visibility and involves a promotion. Horizontal move Transition or rotation to another function, business unit, organization, or industry sector; may not involve a promotion but calls for acquiring new expertise. Horizontal moves stimulate managers to experience different work and work cultures. These moves can be initiated by the organization or an individual. New initiative Opportunity to develop or launch new products and services, adopt new technologies, craft a new policy or process, build a plant or unit from scratch, develop a new market, embark on a new line of business, or create a new business entity.
- Slide intent: Managers who want to become leaders must master three worlds – the world of work, the world of people, and the world of inner self. SAY: To make a contribution to our organization, we have to be successful in the world of work. World of work competencies are taught in MBA programs in business schools and in executive education programs. But mastering lessons in the world of work – is not enough to be an effective leader. RECOMMENDATION FOR FACILITATOR: Ask 3 or 4 participants who selected cards with an ‘W’ symbol to call out their WORLD OF WORK lessons. This will give others a chance to hear examples of WORK lessons. Help participants to talk about what lessons they are learning in the world of work and why those lessons are important?
- [SLIDE INTENT: ] Participants link the TWO Experience cards they have selected to the symbols on this slide – based on the symbols on the lower right corner of their slide. This is also the point at which you can handout the 15 Experience Definitions.
- Slide intent: Managers who want to become leaders must master three worlds – the world of work, the world of people, and the world of inner self. SAY: To make a contribution to our organization, we have to be successful in the world of work. World of work competencies are taught in MBA programs in business schools and in executive education programs. But mastering lessons in the world of work – is not enough to be an effective leader. RECOMMENDATION FOR FACILITATOR: Ask 3 or 4 participants who selected cards with an ‘W’ symbol to call out their WORLD OF WORK lessons. This will give others a chance to hear examples of WORK lessons. Help participants to talk about what lessons they are learning in the world of work and why those lessons are important?
- [SLIDE INTENT:] Summarize: What do we mean by experience? And what do we mean by Lesson (in Leadership)? Participants like the specificity of this slide. [READ] We have been playing with EXPERIENCE cards and LESSON cards. Experiences are MEMORABLE events (such as the events that you were talking about earlier--with your partner) that shape who you are as a leader and manager (or influence a person’s approach to leading and managing) Lessons are SHIFTS in …… knowledge, skill level, attitudes, behavior, values. If a shift does not occur, a lesson has not been learned. NOTE FOR FACILITATORS: Participants like the specificity of this slide.