An Integrated Approach

Introduction

This recommended integrated approach will support the creation and maintenance of a culture of learning which in turn will support the attraction and retention of top caliber people. In this example we will address the three broad areas which we believe will have the greatest impact on achieving such a culture.

The three areas are:

Leadership Development   Integrated Learning   Learning Methodologies

Leadership Development

Overview 

An integrated leadership development strategy should focus on developing the competencies identified for current leadership and on those competencies which will be required to support the organization's strategic future. In addition our research has shown that one of the key components of a successful attraction and retention strategy is an aggressive leadership development strategy for identified talent.

Personal Leadership 

How to lead/manage oneself to be personally effective. Accepting responsibility for personal growth and career advancement, initiating actions to improve knowledge, skills and performance. Includes modules on: 

o Personal Insight o Personal Positioning o Personal Planning

Interpersonal Leadership 

How to influence others from a "non-authority" position. Getting along with others and pro-actively developing rapport with them. Building cooperative relationships. Includes modules on:

o Communicating for Success o Handling Conflict o Giving Feedback o Assertiveness o Influencing

Team Leadership 

How to utilize appropriate interpersonal styles and methods in guiding a team towards task accomplishment without the reliance on authority or position. Creating a shared vision, which integrates with that of the organization, for the team that is inspiring and motivating. Includes modules on: 

o Team Development o Facilitating Group Processes o Presenting o Facilitating Learning o Coaching o Group Decision Making

Performance Leadership 

How to guide, evaluate and develop the competencies of team members to maximize their performance. Includes modules on: 

o Agreeing Expectations o Reviewing Expectations o Giving Feedback o Coaching for Success

Transformational Leadership (optional) 

How to facilitate profound learning and change using evolving interventions ie participative design, etc. in transforming systems to achieve systemic sustainability. Leading in turbulent times.

Integrated Learning

Core Skills 

Central to the integration of learning is the development of "Core Skills" which form a foundation throughout the various learning interventions. The following interactive skills and process form the foundation for all interventions having an interactive component:

CLEAR - Core Interactive Skills 

There are 5 behavior clusters that we have identified as critical to the success of any interaction. These clusters make up the CLEAR Skills of:

Clarifying Providing overall direction for an interaction and developing a clear understanding of the topic or issue being discussed. 

Listening & Responding Showing that you are actively listening to and understand the concerns and feelings of individuals or the group. 

Exploring Generating ideas and suggestions on what and how to go about something. 

Actioning Reaching agreement on the best solution and tying down the details. 

Reviewing Reviewing the interaction, establishing follow-up and ensuring implementation of agreed actions.

 

Each of the CLEAR Skills clusters are further broken down into identifiable, easy to learn and measurable behaviors.

CLEAR - Collaborative Problem Solving Process 

All successful interactions, with the exception of social interactions, follow a structured process. The steps are not necessarily sequential, but each step, as with the CLEAR skills, is essential if you are going to achieve your objectives for that interaction.

The CLEAR process model is aimed at providing you with guidelines against which to plan and conduct your interactions in an attempt to realize effective interactions.

Skills Transfer and Reinforcement 

Among the techniques which may be used are:

Coaching Networks: Informal and formal coaching networks / learning communities set up to provide coaching and support. These would be in addition to the "virtual learning teams" described in below.

Personal Learning Portfolio: A personal learning "journal" linked to a time management system. Participants, when initially attending Personal Leadership, are introduced to the concept of taking responsibility for their own learning and provided with a "Personal Learning Portfolio" to aid in learning and transfer.

Use of Technology 

In creating a learning culture it is important that all individuals have access to learning materials as and when required. We believe that all currently available technology be used to achieve this. All learning materials should therefore be made available via the organization's intranet. Email discussion groups should also be encouraged.

Design and Development 

As all organizations have unique needs we believe that a design and development capability is an essential part of any partnership. All learning interventions will be customized or designed to meet specific, unique needs of the learners. All learning materials will be branded to reinforce ownership of learning by all in the organization.

Assessment 

Appropriate assessment tools will be co-designed with the learners. These will include formal 360° feedback, team reviews, peer reviews and performance feedback by responsible line leaders. It is also possible to conduct a level 4 organizational impact evaluation.

Learning Methodology

Please note that these are initial ideas and that the process would be best co-designed with the learners and their leaders:

o The underlying principle which will be applied throughout will be that the learners must take responsibility for their own learning. 

o Learning outcomes will be confirmed with the learners and their managers prior to the commencement of the program. Click here to view the Outcomes Summary

o The learners will be divided into "virtual" learning teams comprised of groups of 8 managers/leaders. 

o Foundation workshops for each team will be:  Personal Leadership  Facilitative Team Leadership

o Each team will be required to complete at least one significant work related project during the program. In addition all learners will be required to demonstrate their competence in the skills developed within their own teams and with their team members. Examples: 

Establishing a shared vision and behavioral standards for their teams.  Agreeing performance and development expectations with each of their team members. Providing feedback to team members against the agreed expectations, etc.

o The teams will be responsible for developing appropriate strategies to develop the additional

skills - ie those not covered during the foundation workshops. These strategies could include:  Formal workshops conducted by TCS / Learning Facilitators Coaching by TCS / Master Facilitators consultants  Self-study  Peer-coaching  Facilitation by team members supported by TCS / Master Facilitators  Facilitation by Team Leaders

o As needed all appropriate materials will be provided either in hard copy (manuals) or via intranet.o In addition to the leadership models listed above the teams will have access to any additional

leadership modules that they may require to complete their assignments. See Appendix 1 for a complete list of leadership models. 

o Each team will be responsible for monitoring and reporting on their own progress towards achieving the agreed learning outcomes. 

o Each "virtual" team will "report" into a more senior level leader as part of that leader's development. This involvement, along with their attendance of the Learning Facilitator Workshop, will be a significant learning opportunity for these leaders.