Page 281 - The extraordinary leader

258 • The Extraordinary Leader

they ever attempt to use it? What results did they achieve? How have they
passed it on to people who work around them? Are there any concrete busi-
ness indicators such as productivity improvement, revenue generation, cus-
tomer satisfaction, cost reduction, or employee retention numbers to indicate
that the participants had implemented what they learned?
Some previous studies of leadership development programs suggested that
people liked the experience but seldom did anything with it. Obviously, this
depends a good deal on the objectives of the learning process and what was
done. We argue that the time has come for organizations to be clear about
the business objectives of leadership development and to measure the out-
comes. Chapter 14 will more thoroughly address the importance of follow-
through for all development activities.

Plan Developmental Experiences
for Leaders
Leadership development is more than a “training station.” Yes, classroom
experiences can have value, but most thoughtful observers conclude that
approximately 80 percent of what we learn is casual and informal.
Time spent in formal learning and development is miniscule compared
with hours spent on the job. It is vital, therefore, to put aspiring leaders into
environments from which they can learn a great deal in a short time.
The research is so clear about experiences making a huge difference in a
leader’s development that it is obvious that thoughtful planning about these
experiences is mandatory. Each leader should be considered by the organi-
zation and decisions made regarding rotational assignments, which could
include moving from one division to another, movement from line to staff,
from domestic operations to an international assignment, or onto some spe-
cial task force that is assigned an important project of vital interest to
the firm.
Challenging assignments accelerate the pace of learning. They immerse
people in the nitty-gritty of the industry, the company, or some functional area
within it. They learn first-hand the enormous value of teamwork.
We recommend the book The Lessons of Experience by Morgan McCall,
Jr., Michael Lombardo, and Ann Morrison. It gives practical insights into how
work experiences lead to the development of leaders. 21