Jimmy Parker, the Director of Leadership Experience, and Larry Mohl, Co-Founder and CEO of Jubi, Inc, a learning transfer platform, presented this case study at ATD 2017, Atlanta.

1. Modern Learning in Action
The Home Depot
Director Leadership Experience
ATD ICE 2017
Jimmy Parker | Larry Mohl
1

2. Agenda
2

3. The Shift
to Modern Learning
3

4. Fundamental Performance Fallacy
4
CONTENT
=
EVENT
+
PERFORMANCE

5. Traditional Adoption Curve*
5
Will AdoptMight AdoptWon’t Adopt
15%70%15%
*Dr. Robert Brinkerhoff, Professor Emeritus Western Michigan University.
How do we activate?

6. The Shift to Modern Learning
6
Embedded
Content
is King
FROM TO
Journey
Learn
Do
Learn
Environment
Rules
Aligned
Event

7. The Shift to Modern Learning
7
FROM TO
Improve
After
Improve
During
Dynamic and
Integrated
Static and
Separated

8. The Home Depot
Making Shift Happen
8

9. Learning and Development
Classroom ILT • Distance Learning
Web-based • Self-paced
Performance Support
Experience-based development
Action Learning Tasks • Project Work
IDP Execution • Coaching • Exposure
LEARNING
Acquisition of information
Emphasis is quality content & delivery
High PotentialNew in Role
DEVELOPMENT
Application of information
Emphasis is on-the-job behavior change
9

10. Beliefs About How to Build Leaders
IN THE CLASSROOM
Traditional Training/Education
ON THE JOB
Action Learning
Better knowledge = better leaders
(Focus on content)
Leaders grow by doing, not knowing
(Focus on action)
LD is an event (class) during which
I cannot get my real work done
LD is a structured process
integrated into my real work
Employees wait for the company
to develop them
Development is self-initiated
and self-directed
Leaders send their people
to get developed by HR
Leaders facilitate the process and
ensure development is happening
10

11. Types of Experiential Learning
11
ENVIRONMENT
Attitudes
aka beliefs, values, identity
Bloom’s affective domain
Competence
OBJECTIVE
Knowledge & Skills
Bloom’s cognitive and
psychomotor domains
Confidence
Outdoor Classroom On-the-job
Outward Bound
Ropes Courses
Whitewater Rafting
Leadership Reaction
Courses
Flipped Classroom
(practice/role play)
Socratic Method
Deliberate Reflection
Learn by Teaching
Learn by Doing &
Debriefing
Tasks, Walks,
Business Projects
Developmental Job
Assignments
Attitudes
aka beliefs, values, identity
Bloom’s affective domain
On-the-job THD Action Learning
Many small reps of doing &
reflecting to strengthen
attitudes and habits
on the job
Focusing Attention
Increasing Desire
Doing / Participating
Valuing
Comparing
Analyzing
Prioritizing
Synthesizing
Internalizing
Forming Habits

12. What?
Participants complete
developmental
assessment and
participate in a
development planning
workshop
Why?
Creates higher levels of
self-awareness and
equips participants for
self-directed
development long after
the program has ended
What?
A 2 ½ day learning
session focused on value
creation hosted by a
combination of Home
Depot senior leaders and
Emory University
professors
Why?
Builds foundational
knowledge around end-
to-end value creation
with opportunities to
network with peers and
senior leaders
What?
Small teams work
together for 48 hours to
develop and present
recommendations on a
THD business challenge
or opportunity
Why?
Opportunity for
participants to
demonstrate knowledge,
build peer relationships,
and gain exposure to
senior leaders
What?
On a weekly basis, small
groups complete short
individual learning tasks
and participate in a call
with their group and VP
coach to discuss and
document learning
Why?
Small, frequent bursts of
on-the-job activity
reinforce learning
around program themes
and accelerates
development
GRADUATIO
N
AUG SEP OCT NOV DEC JAN FEB
KICK-
OFF
Month
program
6 U.S. based
high-potential
directors
40
MISSION: Accelerate development of our high potential Directors to meet the current & future challenges
of retail leadership
ACTION LEARNING GROUPS
CONFERENC
E
CHALLENG
E
SELF-
DIRECTED
CREATING & CAPTURING
VALUE
ENGAGING ASSOCIATES
BLEEDING ORANGE
DELIVERING VALUE
Owning & shaping the culture
Enterprise strategy, financial
acumen & driving value
End-to-end thinking &
alignment
Communication & driving ACI

13. MISSION: Accelerate development of our high potential Directors to meet the current & future challenges
of retail leadership
13
Participants do
1-2 tasks/week

~60 min | must add
substantial value
DO
Learn by
doing
Delivering Value
Draw a picture of THD’s
end-to-end value chain,
from suppliers through
Bleeding Orange
Describe the conflicting pressures
that make it difficult for me and my
team to live according to the
inverted pyramid. List 2-3 ways I
can deal with these pressures.
Engaging Associates
Pick a company known for its
employee engagement and describe
the key drivers of employee
engagement at that company.
Creating & Capturing Value
Create a value map that shows the
top 1-2 competitive advantages of
Home Depot, Lowes, Costco, and
Amazon (scan annual reports,
investor slides, etc.)Month
program
6 U.S. based
high-potential
directors
40
CREATING & CAPTURING
VALUE
ENGAGING ASSOCIATES
BLEEDING ORANGE
DELIVERING VALUE
Owning & shaping the culture
Enterprise strategy, financial
acumen & driving value
End-to-end thinking &
alignment
Communication & driving ACI

14. MISSION: Accelerate development of our high potential Directors to meet the current & future challenges
of retail leadership
14
WEEKLY
CYCLE
~2 hours
per week
Group of 5-6 peers
60 min call
Led by VP Coach
(initially)
Learning
platform
Tracks completion &
lessons learned
Coach is facilitator,
not teacher
Asks penetrating questions
Ensures everyone
participates
Monitors engagement levels
1-2 tasks/week
~60 min
Month
program
6 U.S. based
high-potential
directors
40
CREATING & CAPTURING
VALUE
ENGAGING ASSOCIATES
BLEEDING ORANGE
DELIVERING VALUE
Owning & shaping the culture
Enterprise strategy, financial
acumen & driving value
End-to-end thinking &
alignment
Communication & driving ACI

15. MISSION: Accelerate development of our high potential Directors to meet the current & future challenges
of retail leadership
15
Online learning platform
Tracks completion & lessons learned
Month
program
6 U.S. based
high-potential
directors
40
CREATING & CAPTURING
VALUE
ENGAGING ASSOCIATES
BLEEDING ORANGE
DELIVERING VALUE
Owning & shaping the culture
Enterprise strategy, financial
acumen & driving value
End-to-end thinking &
alignment
Communication & driving ACI

16. Why it Works
16

17. Modern Learning Approach
17
Engaging Micro-
Learning
Content Focus
LEARN
×
Application management
with peer & manager
validation
Action Focus
DO
×
Social community that
encourages users and
engages with game
mechanics
Engagement Focus
INSPIRE
=
Business KPI Impact
Results Focus
PERFORMANCE
A process of learning and doing over time
supported by trusted relationships.

18. Live Demo
18

19. DLX
Effectiveness Metrics
19

20. DLX is Growing Talent
20
59%
76%
84%
91% 90%90% 88% 90%
96% 96%
0%
20%
40%
60%
80%
100%
120%
Phase 1
Bleeding
Orange
Phase 2
Business
Acumen
Phase 3
Associate
Engagement
Phase 4
Value
Creation
Phase 5
Executing
Strategy
Boss Rating their Participant Participant Rating Self
% who agree or strongly agree that “on-the-job
leadership behavior has improved as a result of DLX”
STATEMENTS FROM BOSSES
The difference I see is in the questions
being asked. They are much more
business value focused.
More thoughtful integration with other
functions in driving projects.
She is notably more focused on enlisting
broader groups of associates into a
vision.
He [was] already strong, but DLX helped
emphasize the importance and value of
pulling together a cross-functional team to
tackle projects and issues.
He contributes to conversations he may
not have in the past. He understands the
bigger picture of Home Depot and has
become more collaborative and open to
ideas.
Now extremely focused on using the tools
from DLX as a filter for what they are
working on. Eliminated chasing
everything.
During his time in DLX, you can see how
his thinking has started to change. He is
looking for ways to not only contribute to
his District’s success, but also how to
help improve and provide perspective to
the organizations broader goals.
Very focused now on fewer things done
really well…focused on what really
matters.
At each phase (especially Phase 1), several bosses selected “Neutral or
I don’t’ know” and indicated it was too early to tell
OCT 2015 APR 2016

21. Development That Sticks
21
100%
agree or
strongly
agree
Strongly Agree (5.0)
Agree (4.0)
Neutral (3.0)
Boss agreement that on-the-job leadership
behavior has improved because of DLX
During
Program
3.93
9 Months
Later
4.51
DLX graduates continued
self-development long
after program ended

22. It’s Coach Development, Too
22
“My own on-the-job
leadership behavior has
improved as a result of
coaching a DLX group.”
STATEMENTS FROM COACHES
“This is benefitting me as
much as the team. Others
have commented they’ve
noticed me mentioning the
inverted pyramid and values
more. I did it recently to kick
off an RVP walk instead of
starting by focusing on the
numbers, and I got several
comments about it being very
inspiring.”
“I visited a kitchen cabinet
plant this week and found a
company who had very
similar values as HD has. We
spoke at length about those
values and how together we
could drive both associate
and customer value between
the two organizations. A direct
result of being involved with
DLX.”
“I’ve learned a lot about
Home Depot just from
listening to other participants.”
“Being a coach for DLX
has been a developmental
experience for me.”
100%
agree or
strongly
agree
100%
agree or
strongly
agree

23. Lessons Learned
Why this is so darn hard
23

24. Beliefs About How to Build Leaders
IN THE CLASSROOM
Traditional Training/Education
ON THE JOB
Action Learning
Better knowledge = better leaders
(Focus on content)
Leaders grow by doing, not knowing
(Focus on action)
LD is an event (class) during which
I cannot get my real work done
LD is a structured process
integrated into my real work
Employees wait for the company
to develop them
Development is self-initiated
and self-directed
Leaders send their people
to get developed by HR
Leaders facilitate the process and
ensure development is happening
24
CHALLENGING COMMON BELIEFS IS HARD TO DO WELL

25. Technology Still Reflects Common Beliefs
25
Learning Management Systems Project Mgmt
Social/
Collaboration
Features
System1
System2
System3
Jubi
System5
System6
System7
System8
System9
System10
System11
System12
Learning tasks* (outside content)
Due dates, status, reminders
Y Y? N Y N N N Y Y Y Y Y
Learning journal
Users capture reflections at task level
Y N N Y N Y N Y? Y? ? Y? Y
Sharing of tasks, journal*
Users share journal, task status w/ others
Y N N Y N Y N Y? Y? Y Y? Y
Progress dashboard*
Group (coach/boss) & program (admin)
Y N Y? Y Y Y Y Y? Y? ? N ?
Activity-based content delivery
Content tightly integrated with activities
N Y Y Y Y N Y N N N N N
Usability
Mobile-enabled, intuitive
N Y Y? Y Y Y Y ? ? Y N? N
Gamification
Near/far progress, leaderboard, etc.
N N N Y Y N Y N N Y N N
Integration to Saba, HRIS
SSO, SCORM, Web Svcs
N Y Y? Y Y? Y? Y? Y? Y? Y? Y? ?
Ease of Administration
Task/user/group setup & maintenance
N Y? ? Y ? ? ? Y? Y? ? N N
Y Meets needs/expectations
N Falls short of needs/expectations
Initial System Evaluation
Jan 2016

26. Different Solution Requires a Different Designer
26
LEARNING
Acquisition of information
Emphasis is quality content & delivery
DEVELOPMENT
Application of information
Emphasis is on-the-job behavior change
EXPERIENCE DESIGNER
Designs what they do and reflect on outside the classroom
Learners learn from doing
INSTRUCTIONAL DESIGNER
Designs what they see, hear, and do in the classroom
Learners learn to do

27. Experience 1 (self-assessment)
FACT: For Directors and Senior Directors at The Home Depot who have
taken the VOICES leadership assessment, listening ranks dead last--
#46 out of 46 competencies.
In a typical week, estimate the amount of time you spend “fully present”
with associates on your team and actively listening to them—putting
aside your own agenda and seeking to understand what they are
thinking or feeling about a topic or issue.
“In a typical week, I spend about ____ hours in active listening mode…
Experience 2 (on-the-job task)
Increase the amount of time I spend fully present
with my team members, actively listening to their
spoken and unspoken questions, concerns, and
needs.
Experience 3 (reflection)
What was the most important thing you noticed
this week (either in yourself or someone else)
through careful, active listening that you wouldn’t
have noticed with “regular” listening?
I have an open door policy. If my employees have a question or a
concern, they can stop by anytime.
I ensure we connect as needed and I take steps to ensure I can be fully
“present” with associates. I find out what’s happening in their personal
lives and look for opportunities to help. I seek to understand their
questions, concerns, and needs—both spoken and unspoken.
THD Action Learning | Design Example
27
Experiences Beliefs Behaviors Results
Experiences Beliefs Behaviors Results
CURRENT
STATE
FUTURE
STATE
LEADERS
LISTENING
EMPLOYEE
ENGAGEMENT

28. Getting Started | Go Small or Go Home
28
Think Beyond the Classroom
Blend with existing ILT for sustainment
 Convert learning objectives to on-the-job behaviors  tasks
 Identify beliefs that enable (or inhibit) needed behaviors  reflection
 Enable Do-Discuss-Document cycle – weekly
 Boss tipsheets
Accumulate Small Wins
 Pick people/behaviors w/ strategic significance
 Test & learn – process, technology, etc.
 Measure impact (especially level 3)
Gently Challenge Beliefs
 Build your credibility first (by doing the above)
 Learn how to convince execs this can help them get what they want

29. Modern Learning in Action
The Home Depot
Director Leadership Experience
ATD ICE 2017
Jimmy Parker | Larry Mohl
29