Read more about the article Measuring Learning Agility

Measuring Learning Agility

Most people are good at doing things they’ve done in the past and coming up with solutions they know from experience work well. Fewer are adept at handling new and unique challenges where there are no obvious answers. Yet, this is precisely what is demanded of leaders today. A dynamic and complex business environment requires people to be resourceful and adaptable, to think and act in new ways as situations change. It takes people out of their comfort zone and pushes them beyond their usual ways of doing things. The extent to which people enjoy these challenges varies significantly. Some prefer to avoid them, holding on to trusted skills, expertise and patterns of behaviour, whilst others actively seek them out in order to satisfy their natural curiosity and enjoyment of doing new things. Agile learners demonstrate the ability and willingness to learn from experience and use those lessons to succeed in new and different situations. They look for many, diverse experiences and this runs counter to sticking with any one discipline for long periods. On this basis, not every job is suited to agile learners. Some jobs require deep expertise where being highly learning agile could actually be a disadvantage. Organisations can better manage their talent when they measure learning agility and carefully match the right people to the right jobs, career paths and developmental experiences. How Can Learning Agility Be Measured? Learning agility is a multi-dimensional concept. Based on research over three decades, Korn Ferry’s model is made up of five factors - Self-Awareness, Mental Agility, People Agility, Change Agility and Results Agility. These are defined as a set of behaviours that are both observable and measurable. Multi-rater assessment A straightforward way to measure Learning Agility is through a 360-degree survey. Choices® is a proven, easy-to-use online assessment that provides people with meaningful feedback on their overall Learning Agility and each of its five factors. Choices® is useful as it raises awareness of what Learning Agility actually is among individuals and their raters by reading the behavioural descriptors as they complete the assessment. It is also supported by the FYI for Learning Agility™ book that contains specific actions a person can take to develop Learning Agility. Self-assessment A second way to assess Learning Agility is through an online self-assessment called viaEDGE™. To overcome the tendency of individuals to over or underrate themselves, rigorous verification scales are used to determine the accuracy of their scores, providing a confidence index for each completed assessment. viaEDGE™ is useful when time is at a premium and is effective for assessing larger groups of individuals. It is supported by a development guide called Becoming an Agile Leader: A Guide to Learning from your Experience. What are the Benefits of Measuring Learning Agility? An organisation’s success depends largely on its people, talented individuals who contribute to the achievement of organisational goals. Those who effectively leverage the abilities of their people are focused on understanding and differentiating their talent. All talent is important, but all talent is not the same.…

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Read more about the article Four ways to advance the representation of women at the top

Four ways to advance the representation of women at the top

Today, more women graduate from university than men and yet far fewer make it to senior executive roles in organisations. The percentage of women on ASX 200 boards is 15.4% and of those companies 52% have no women on their boards.[1] Some 78% of women now leave their middle and upper management positions to start their own business.[2] A challenge for women A Harvard Business Review study conducted by Boris Groysberg and Deborah Bell found many leaders see a greater representation of women at the top of organisations is key to diversity and sustainability. At the same time, we have all heard the line that there are simply not enough skilled and experienced women around. Here lies a challenge - women lag behind men in getting the type of assignments that prepare people for success at the top, such as those with P&L responsibility, heavy strategic demands and high visibility from top management. Understandably, it’s hard to sustain a career long term without the right experiential learning. Agility is the key In his article “The Importance of Agility” in Human Resource Executive online, Andrew McIlvaine says that in times of unprecedented change and uncertainty, we need to ensure that leaders have the requisite agility to not only operate in unchartered watersbut to thrive in them. Agility has been a theme for Lominger International for two decades, after successful executives were found to embrace new and diverse challenges and integrate and draw numerous and varied lessons from them. In other words they are “learning agile”. Here is another opportunity to help women keep pace in development. Helping women advance their careers Give women the opportunity to understand and develop their learning agility Women (and men!) benefit enormously from knowing where they stand now on learning agility. It is a measurable trait that can be developed. Coaching and self-help resources such Lominger’s Agile Leader series are useful for becoming a more agile leader. Ensure organisational career paths are identified and open to women When an organisation identifies its most critical jobs, any bias against women must be overcome so they are included in succession plans. Career pathways that are visible to themselves and others and appropriate development planning will help them stay the course to realise their potential. Support women in making successful leadership transitions Each step up the corporate ladder brings a new set of requirements in terms of skill, complexity of work and focus of effort. Navigating these changes at each transition is essential for long-term career success. Stephen Drotter’s book “The Performance Pipeline” is a good resource for understanding what it takes. Give women opportunities to build their professional network Women can often be distracted by the variety of roles they play in their lives – partner, mother, daughter, sister, etc. With so many facets to their lives, they may need encouragement to build a network of peers inside and outside the organisation, as well as finding mentors to help guide their path. [1] Women in Leadership Report, CEDA,…

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Read more about the article Why leaders must read

Why leaders must read

At LDN we are avid readers of books and articles on all aspects of leadership success and development. We refer to many of them when we lead seminars and workshops, and are often asked to recommend readings on specific topics, our latest discoveries or our all-time favourites. On the other hand, we regularly hear the lament “I’m just not a reader, I am simply too busy.” These words should sound a warning if they come from those who aspire to key leadership roles. It’s not good enough in the information age to say they haven’t got time or just never got into the habit of reading. People who favour action over reflection, and today’s tasks over preparing for the future, will one day be left behind. Staying on top of your game Reading is essential to keep up to date on the latest trends in your field. Just as the body needs to be nurtured with good diet, exercise and sleep, the mind needs to be broadened with new ways of thinking. Time regularly set aside to absorb ideas outside the realm of everyday experience helps leaders build capacity to deal with new and unfamiliar challenges. Personal development Besides increasing general knowledge, reading has other benefits. It engages different parts of the brain that call on the ability to comprehend, imagine and develop ideas. Processing the written word is more complex than talking to a friend or watching a movie. Classical literature, in particular, uses more precise and elegant language than everyday conversation, increasing vocabulary and capacity for critical thinking. Enhancing emotional intelligence Reading about business makes good sense, but what about fiction? Keith Oatley, professor emeritus in cognitive psychology at the University of Toronto, says that reading fiction enhances a person’s emotional intelligence through greater understanding of both the characters and human nature in general. A novelist himself, Oatley believes fiction offers the opportunity to experience emotions in books that people would not otherwise encounter. Reducing stress Reading can be a wonderful escape from the stress of everyday life. Research shows it slows the heart rate and eases tension in muscles in just a few minutes. A 2009 study at the University of Sussex found that silent reading lowered stress by 68 percent, beating listening to music (61 percent) and taking a walk (42 percent). Five tips for making reading easier Subscribe to an executive book summary service to access summaries you can read in about 10 minutes. Buy the book if you want to explore it in depth, in hard copy or soft copy for your electronic reader. Subscribe to business journals that carry articles relevant to your business or industry. Find a couple of websites that have articles and blogs on topics of specific interest to you. Share your reading with your team so you can challenge each other on decisions you need to make.  

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