Page 251 - The extraordinary leader

228 • The Extraordinary Leader

21. Become a teacher/trainer
Approximately 80 percent of all learning and development is delivered with
live, classroom instruction. In a large percentage of those cases, the organi-
zation has purchased learning systems from an outside supplier, or they have
developed training programs internally. Whereas the organization often has
a training department, a large portion of that development is delivered by
hand-picked managers selected from inside the organization. They are cho-
sen on the basis of several criteria, and these usually include:

● Well respected by peers, subordinates, and upper management
● Perceived as a high-potential person
● Articulate and capable of making an engaging presentation
● Practices the leadership or management principles being presented in
the development program

The process of being trained on how to deliver a learning and development
program to people inside the organization is one that produces real growth in
the instructor. Nothing cements a body of information inside someone more
than teaching it. In addition to personal growth, it brings the instructor into
contact with many people with whom she would never have had contact. It
educates the instructor on the challenging issues the organization is facing
and how the people are reacting to those challenges. From our vantage point
of having watched many organizations select and train line managers as in-
house instructors, we have seen it consistently enhance their careers and
accelerate their development. Stewart Friedman headed up Ford Motor’s
Leadership Development Center. He wrote, “Every program features exten-
sive use of teachers. Graduates of our programs serve as leader-teachers, a prac-
tice that helps participants and the instructor grow and develop new capacities
for leadership. The concept of leader-teacher isn’t unique, but Ford places a
high emphasis on teaching. The lesson begins at the top.” 9
22. Study the high performers and replicate their behavior with others
In every organization, there are a handful of people who have figured out how
to perform a given job in the best possible manner. That is true of customer
service representatives, salespeople, factory workers, supervisors, and corpo-
rate vice presidents. It will probably remain a mystery why more organizations
do not identify who these people are and take the time to study what they do
and how they do it. Then, armed with that information, it would seem logi-
cal to attempt to get others to perform or behave in that same way.