70 20-10 research (mc cauley)
DESCRIPTION
Slides shown by Cindy Mc Cauley of the Center for Creative Leadership at the Conference Board in February 2012.TRANSCRIPT
70-20-10: From Research to Rules to Real-World Practices
Cindy McCauleyA presentation for the Council on Learning,
Development, and Organizational Performance January 25, 2012
Agenda
© 2011 Center for Creative Leadership. All Rights Reserved.
Leader development: Which experiences matter the most?
© 2011 Center for Creative Leadership. All Rights Reserved.
A series of pioneering studies
36 countries 1999 101 16 global
1981 - 1984 191 6 corporations, including 5 Fortune 50
1996 288 1 global + program participants
1984 - 1985 76 25 Fortune 100
Country Year # Executives # Organizations
2007 - 2010 54 4 state-owned, 2 private
2007 - 2008 34 12 ministries, 18 state boards
2006 - 2007 71 8 home-grown Indian global
2004 - 2005 234 Participants, C-level program
© 2011 Center for Creative Leadership. All Rights Reserved.
Other People
Adverse Situations
4
Coursework and Training
ChallengingAssignments
Personal Experiences
20 1070
© 2011 Center for Creative Leadership. All Rights Reserved.
The Evolution of 70-20-10
70 - 22 - 8
56 - 38 - 6
48 - 47 - 5
73 - 16 - 11
1981 - 1984 191Original study
1984 - 1985 76Executive women’sstudy
1996 288Lessons of a diverse workforce
1999 101Global executivesstudy
© 2011 Center for Creative Leadership. All Rights Reserved.
The Evolution of 70-20-10
60 - 33 - 7
69 - 27 - 4
65 - 33 - 2
68 - 25 - 7
2004-2005 234USA
2006 - 2007 71India
2007 - 2008 34Singapore
2007 - 2010 54China
Agenda
© 2011 Center for Creative Leadership. All Rights Reserved.
Constructive bosses/superiors
Turnaround
Increase in scope
Horizontal move
New initiative
What are the Basic Five?
Agenda
© 2011 Center for Creative Leadership. All Rights Reserved.
•Personal experiences•Mistakes China•Personal experiences•Crossing cultures India•Stakeholder engagements•Crisis Singapore•Mistakes•Ethical dilemmas USA
What are the Plus Two?
Agenda
© 2011 Center for Creative Leadership. All Rights Reserved.
© 2011 Center for Creative Leadership. All Rights Reserved.
LessonsShifts in ….
Experiences Memorable events that influence a person’s approach to leading & managing
Attitude
ValuesKnowledge
Behavior
Skill level
Experience
Experience
© 2011 Center for Creative Leadership. All Rights Reserved.
Experiences-Lessons Matrix
China •India •Singapore •USA •
Bosses & superiors
Turnarounds
Increases in job scope
Horizontal moves
New initiatives
Personal experiences
Mistakes
Stakeholder engagements
Crisis
Cultural crossings
Ethical dilemmas
Managing direct reports •••• •• •••• • •Self-awareness •• ••• • •Executing effectively • ••Integrity •• • •Managing stakeholders • • •Communication •Building & managing teams •Insights about leadership ••Managing change •Confidence • • •Functional and technical expertise • •Innovation, creativity, entrepreneurship, & r • •Empathy •Managing career & life goals • •Working across differences •Boundary spanning mindset •Establishing systems & regulations • • •
Leadership LessonS
E x p e r i e n c e s
© 2011 Center for Creative Leadership. All Rights Reserved.
What’s useful?
Reminds us to take a broad view of learning and development—to see how leader development is happening outside of formal training settings
Emphasizes the three basic modalities of learning: direct experience, relationships, education
Increases the impact of research findings by communicating them in their simplest terms
70-20-10 Framing of Leader Development
© 2011 Center for Creative Leadership. All Rights Reserved.
What’s not useful?
Connotes that the complexities of leader development can be captured in a simple formula
Hides the real insights: What kinds of direct experiences, relationships, and education are developmental?
May communicate a segmented rather than integrative approach to leader development
Description-to-prescription fallacy
70-20-10 Framing of Leader Development
© 2011 Center for Creative Leadership. All Rights Reserved.
Ideas Into Action
How do you help people get the leadership experiences they need for development?
How do you enhance people’s ability to learn from experience?
How is an experience-based approach to leadership development best embedded in HR practices?
How can shared beliefs and practices be influenced to better support experience-based development?
© 2011 Center for Creative Leadership. All Rights Reserved.
Coming in 2013
The Lessons of Experience Fieldbook
A compendium of tools, processes, and practices for putting experience at
the center of leader development
To receive information abouthow you can contribute, contact:
Cindy [email protected]