The document discusses the importance of a learning mindset for leaders. It states that leaders need to be adaptable, fast, focused, and flexible to thrive in today's volatile business environment. A learning mindset involves an attitude of openness to learning as well as actions like reflection and experimentation that allow leaders to learn from their experiences. Leaders who embody a learning mindset learn more quickly and perform at a higher level, creating greater value for their organizations. Developing a learning mindset is particularly important for preparing high potential leaders for developmental assignments.

1. Learning
Mindset
The
Power
to
Learn
and
Lead
at
the
Speed
of
Business

2. “May
you
live
in
interes0ng
0mes.”
寧為太平⽝犬，不做亂世⼈人
~
Ancient
Chinese
curse
~
2

3. Interes.ng
Times
=
Leadership
Challenges
• VUCA
–
Vola5lity,
Uncertainty,
Complexity,
and
Ambiguity
• Adap5ve
challenges,
complex
problems,
and
vola5le
business
environments
place
unprecedented
demands
on
leaders’
capabili5es
to
be
effec5ve.
• Speed
of
Change
3
John
KoHer

4. What
Do
Leaders
Need
to
Survive
and
Thrive?
4
• Adaptable,
fast,
focused,
&
flexible
• Learn
from
experience,
• Apply
and
use
their
learning
in
challenging
new
experiences
and
situa.ons,
• From
which
they
learn
even
more.
Leaders
need
a
Learning
Mindset!

5. Learning
Mindset
An
aLtude
that
predisposes
you
to
be
open
to
new
experiences,
to
believe
that
you
can
and
will
learn,
and
to
inten.onally
grow
and
develop
from
your
experience.
Leaders
who
have
a
Learning
Mindset
learn
significantly
more,
faster,
and
as
a
result
perform
at
a
higher
level
and
create
greater
value
for
their
company
and
for
themselves.

6. Ac.ons
Learning
Mindset
Two
Major
Components
A
posi.on
or
stance
with
which
you
approach
work
and
life
experiences
that
predisposes
you
to
be
open
to
new
experiences.
Ac.ons
you
take
to
transform
experience
into
new
learning,
growth,
and
development,
in
the
course
of
fulfilling
your
work
role.
ALtude

7. Learning
Mindset
The
assump.ons,
beliefs,
and
feelings
that
govern
how
you
think
about
and
approach
learning,
learning
situa.ons,
and
new
experiences.
Your
ALtude
about
learning,
especially
learning
from
experience,
dictates
whether
you
approach
it
favorably
disposed
to
learn,
grow,
and
develop.
Ac.ons
you
take
both
during
and
a8er
experiences
to
create
new
learning.
During:
Inten.onally
and
mindfully
engaging
in
the
experience
with
the
purpose
of
crea.ng
new
learning,
growth,
and
development,
in
the
course
of
fulfilling
your
work
role.
A8er:
Reflec.ng
on
experiences
to
further
transform
experiences
into
meaning,
insight,
growth,
and
development.
Terrell, S. (2011) How Global Leaders Develop. UMI.
ALtude
Ac.ons

8. • Leaders
whose
aLtude
or
stance
toward
learning
and
new
experiences
embodies…
– A
belief
in
their
own
learning
and
growth
poten5al
– Openness
to
experience
– Mo5va5on,
willingness,
and
desire
to
learn
– Curious
about
others
and
how
they
do
what
they
do
– ALtude
of
discovery
and
explora5on
– Inten5on
and
willingness
to
gain
something
posi5ve
from
experience
• …see
opportuni5es
to
learn
in
all
aspects
of
their
work
life,
and
experience
more
growth
and
development
than
leaders
who
do
not
have
this
aLtude
toward
learning.
8
Terrell, S. (2011) How Global Leaders Develop. UMI.
Dweck, C. (2006) Mindset: The New Psychology of Success. Ballantine Books
Learning
Mindset:
A<tude

9. • Leaders
who
consistently
and
rigorously
take
specific
ac5ons
during
experiences
and
a8er
experiences
gain
more
new
learning,
growth,
and
development
through
experience
– Take
responsibility
for
your
own
learning
and
development
– Approach
new
assignments/opportuni5es
with
openness
to
experience
and
posi5ve
inten5on
to
learn
– Seek
and
use
feedback
– Develop
a
clear
understanding
of
your
strengths
and
areas
of
development
– Ask
great
ques5ons
and
demonstrate
curiosity
– Listen
transforma5vely
–
Intently,
deeply,
empathically
– Respond
to
experience
with
adaptability
and
flexibility
– Ac5vely
reflect
and
demonstrate
mindfulness
– Ac5vely
experiment
with
new
approaches
– Observe
and
learn
from
others
9
Terrell, S. (2011) How Global Leaders Develop. UMI.
Learning
Mindset:
Ac0ons

10. Implica.ons
Leaders
who
have
a
Learning
Mindset
learn
significantly
more,
faster,
and
as
a
result
perform
at
a
higher
level
and
create
greater
value
for
their
company
and
for
themselves.
10

11. “Exper0se
at
learning
has
become
the
key
capability
necessary
for
survival,
success
and
fulfillment.”
David
A.
Kolb
&
Bauback
Yeganeh
11
Kolb
&
Yeganeh
(2011).
Deliberate
Experien5al
Learning:
Mastering
the
Art
of
Learning
From
Experience.
ORBH
Working
Paper,
Case
Western
University.

12. Applica.ons:
How
Learning
Mindset
Can
Help
• High
Poten.al
Leaders:
– Developmental
assignments
are
ohen
the
development
method
of
choice
for
High
Poten5al
leaders,
but
not
enough
is
done
to
ensure
leaders
are
ready
and
able
to
learn
what
they
need
to
learn.
– Inadequate
prepara5on
/
support
for
the
high
poten5al
leader,
and
development
is
leh
to
chance.
– Leaders
don’t
recognize
developmental
opportuni5es
in
the
experience.
– Leaders
focus
on
the
business
aspects
of
the
assignment,
and
ignore
or
minimize
the
value
of
the
developmental
aspects.
– Leaders
are
unsure
of
the
expected
outcome,
deliverables,
or
learning.
– As
a
result,
leaders
may
not
perform
as
expected,
may
not
develop
as
desired
or
as
quickly
as
needed,
and
the
company’s
investment
is
lost,
sub-­‐op5mized,
or
brought
into
ques5on
by
execu5ve
management
12

13. Applica.ons:
How
Learning
Mindset
Can
Help
• New
Leaders:
– The
transi5on
from
individual
contributor
to
supervisor
forces
the
new
leader
to
come
to
grips
with
a
new
role,
new
responsibili5es,
new
tasks,
and
new
rela5onships.
– This
transi5on
is
arguably
the
most
difficult
and
stressful
role
transi5on
a
leader
has
to
make,
but
liHle
is
done
to
ensure
they
are
ready
and
able
to
learn
what
they
need
to
learn.
– Inadequate
prepara5on
/
support
for
the
new
leader,
and
development
is
leh
to
chance.
– Leaders
don’t
recognize
developmental
opportuni5es
in
the
experience.
– New
leaders
don’t
know
where
to
focus,
and
become
overly
focused
on
the
business
aspects
of
the
assignment,
and
ignore
or
minimize
the
value
of
the
developmental
aspects.
– Leaders
are
unsure
of
the
expected
outcome,
deliverables,
or
learning.
– As
a
result,
new
leaders
may
not
perform
as
expected,
may
not
develop
as
desired
or
as
quickly
as
needed,
and
the
company’s
investment
is
lost,
sub-­‐op5mized,
or
brought
into
ques5on
by
execu5ve
management.
– A
successful
transi5on
into
a
leadership
role
is
vital
but
may
be
jeopardized.
13

14. Applica.ons:
How
Learning
Mindset
Can
Help
• All
Leaders:
– Leaders
are
increasingly
faced
with
adap5ve
challenges,
complex
problems,
and
vola5le
business
environments
that
place
unprecedented
demands
on
their
capabili5es
to
be
effec5ve.
– They
must
be
able
to
quickly
size
up
people
and
situa5ons,
make
tough
decisions
and
take
appropriate
ac5on
without
complete
informa5on,
and
flexibly
change
on
the
fly
in
order
to
produce
results
in
new,
demanding,
first-­‐5me
situa5ons.
– When
organiza5ons
encounter
Vola5lity,
Uncertainty,
Complexity,
and
Ambiguity
(VUCA)
in
their
environment,
and
then
undertake
significant,
major
change
to
the
organiza5on,
leaders
may
encounter
major
challenges
they
have
never
dealt
with
before.
– In
such
challenging
condi5ons
there
are
many
5mes
when
it's
extremely
difficult
to
know
how
to
react,
what
decision
is
best,
which
direc5on
is
true.
– As
a
result,
leaders
may
not
respond
as
adap5vely
and
flexibly
as
is
required,
may
not
be
able
to
perform
as
needed,
and
the
company
and
leader
may
fail
to
achieve
their
goals.
– Leaders
may
fail
to
survive
in
the
new
organiza5onal
condi5ons,
and
the
organiza5on
may
sub-­‐op5mize
achievement
of
change
goals.
14

15. Applica.ons:
How
Learning
Mindset
Can
Help
• Ac.on
Learning
Programs:
– Ac5on
Learning
Programs
put
leaders
in
small
teams
to
work
on
significant
business
challenges
for
which
the
organiza5on
and
sponsor
expect
strong
recommenda5ons
of
realis5c
solu5ons
– Programs
are
used
to
both
achieve
business
goals
and
to
develop
increased
leadership
capabili5es
through
having
par5cipants
work
on
challenging,
real-­‐life
business
issues
– However,
par5cipants
typically
are
seduced
by
the
business
challenge
and
spend
far
less
5me
and
energy
on
the
learning
and
leader
development
aspects
of
the
experience.
Even
with
team
coaches
and
structured
reflec5ons
built
into
the
process,
par5cipants
fail
to
pay
aHen5on
to
the
learning
opportuni5es
that
happen
throughout
all
aspects
and
in
all
phases
of
the
Ac5on
Learning
Program.
– Preparing
par5cipants
with
knowledge
and
skills
in
Learning
Mindset
promises
to
enable
them
to
approach
all
elements
of
the
program
with
increased
openness
to
new
experiences,
to
be
more
curious,
and
to
engage
in
the
program
with
an
inten5on
and
willingness
to
gain
something
posi5ve
from
the
experience.
– In
addi5on,
by
familiarizing
them
with
the
Learning
Prac5ces
and
having
them
prac5ce
using
those
prac5ces
before
par5cipa5ng
in
the
program,
par5cipants
will
be
equipped
with
prac5cal
tools
and
skills
to
transform
their
experience
into
new
insight
and
learning.
15

16. Can
we
talk?
• We
would
love
to
explore
how
Learning
Mindset
could
become
an
important
part
of
how
you
grow
and
develop
your
leaders
to
have
the
power
to
learn
and
lead
at
the
speed
of
business.
• Please
contact
Steve
Terrell
to
schedule
a
conversa5on
about
Learning
Mindset
in
your
organiza5on.
steve@aspireconsul5ng.net
757-­‐647-­‐2571
16

17. Contact
Informa9on:
Steve
Terrell,
ED.D.
Aspire
Consul5ng,
Inc.
1903
Lancing
Crest
Lane
Chesapeake,
VA
23323
Office.
757-­‐546-­‐7347
Mobile.
757-­‐647-­‐2571
Email.
steve@aspireconsul5ng.net
a s p i r e c o n s u l 5 n g . n e t
Thank
You!

18. ALtude
Ac.ons
A
posi5on
or
stance
toward
learning
and
new
experiences
that
embodies…
• A
belief
in
your
own
learning
and
growth
poten5al
• Openness
to
experience
• Mo5va5on,
willingness,
and
desire
to
learn
• Curious
about
others
and
how
they
do
what
they
do
• ALtude
of
discovery
and
explora5on
• Inten5on
and
willingness
to
gain
something
posi5ve
from
experience
Leaders
with
a
Learning
Mindset
see
opportuni5es
to
learn
in
all
aspects
of
their
work
life,
and
experience
more
growth
and
development
than
leaders
who
do
not
have
this
aLtude
toward
learning.
Ac5ons
you
take
during
and
a8er
experiences
to
gain,
generate,
or
create
new
learning,
growth,
and
development
through
experience
• Take
responsibility
for
your
own
learning
and
development
• Approach
new
assignments/opportuni5es
with
openness
to
experience
and
posi5ve
inten5on
to
learn
• Seek
and
use
feedback
• Develop
a
clear
understanding
of
your
strengths
and
areas
of
development
• Ask
great
ques5ons
and
demonstrate
curiosity
• Listen
transforma5vely
–
Intently,
deeply,
empathically
• Respond
to
experience
with
adaptability
and
flexibility
• Ac5vely
reflect
and
demonstrate
mindfulness
• Ac5vely
experiment
with
new
approaches
• Observe
and
learn
from
others
Learning
Mindset
Terrell, S. (2011) How Global Leaders Develop. UMI.
Dweck, C. (2006) Mindset: The New Psychology of Success. Ballantine Books