Event Date: 06/17/2015 (2:00 pm EDT - 3:00 pm EDT)
SARAH SHAFER: Hello, everyone, and welcome to today’s webinar. Learning From Experience: Making Leadership Development Intentional, Not Incidental, hosted by HRDQU and presented by Meena Wilson and Anand Chandrasekar. Today’s webinar will last around one hour. If you have any questions you can always type them into the questions box. We’ll be answering these questions at the end of the presentation or as a follow-up by email. My name is Sarah Shafer and I will moderate today’s webinar.
Dr. Meena Wilson is a senior enterprise associate at the Center for Creative Leadership and author of Developing Tomorrow’s Leaders Today, Insights from Corporate India. A versatile and dedicated professional during her 22 years at the CCL, Meena has led several significant startups.
Anand is a senior research faculty at the Center for Creative Leadership. He combines the rigor of academia with a practical approach to research and then translates the resulting knowledge into solutions that provide sustained impact on individuals, businesses, and the world.
Welcome, and thank you for joining us today.
Welcome, everybody. Anand, my colleague is based in Singapore, and I am currently in San Francisco, but usually based in Delhi, India. We are very pleased that you are taking the time out of your busy days to be with us. A brief note about the Center for Creative Leadership, which was founded by H. Smith Richardson, who started the Vicks VapoRub product that was concocted in the back rooms in a pharmacy in Greensboro North Carolina, which is where our headquarters is. The family business and fortunes went sky high due to an influenza epidemic, but H. Smith Richardson knew that business cycles go up and down and he was very convinced from the beginning that he wanted a location where creative leaders could be developed to ride out the ups and downs of business cycles and so that’s how the Center for Creative Leadership, a gleam in his eye, came into existence in 1970. I would like to share with everybody who is listening that at that time, believe it or not, there was only one book on leadership in the Greensboro public library and look at how many we can find today.
So one of our favorite slides really has to do with the boldness that this founder who is still his family is still on our board inspired us with. He said it takes boldness to invest in programs upon certain possibilities but it is out of such support that some of the greatest discoveries have been made. And today, we will take you through some pioneering research that has led to some profound insights about how people can grow, learn, develop into becoming effective leaders. And how we have packaged that knowledge into the Experience Explorer card deck that we will be sharing with you. So the question really for all of us on the table is how can we develop more and better leadership talent more quickly? I’m sure all of you are really ready in your roles and responsibility to think about this.
So, let’s start by getting an understanding of what you are doing. We will be launching a poll and this is to get a sense of what approach your organization is most likely to use to develop more leadership talent more quickly. So please go ahead option A, send managers to leadership development programs, B, mentors and coaches, C, special assignments D, a combination, E, other.
SARAH: It looks like 17% said A, 9% said B, 6% said C, 63% said D, and 5% said E.
MEENA: Oh well this is good news because what it tells us is that a large percentage are using a combination and what precisely that combination is is something that we are going to dive into in this webinar.
So our agenda today is really to convey that among the ways to develop leaders conveying to all of the people who join your organization that learning to learn from their experiences is critical to becoming a top-level leader, and this is how those who join your organization and progress to mid-level can actually develop themselves. We will share with you that powerful research that tells us which are the experiences that need to be pursued and what are the most important lessons to learn. This powerful research is actually what led us to the Experience Explorer card deck, which points out that literally there are 52 experiences, there is a spectrum of 52 experiences and 42 lessons that make the most difference when it comes to developing yourself as an effective leader, and that we do have a structured path for developing oneself and others. And so after that of course we will entertain questions and answers, and please keep noting what those questions are as we go along.
This is it, how can we make leadership development intentional, not incidental? And together how can we make learning from experience intentional, not incidental? We are on to the research. I think you will enjoy what we share even though often people feel that research is pretty dry.
Where did 70, 20, 10 really come from? And I think what is most important right now is to get an understanding of how familiar all those who are attending this webinar are with 70, 20, 10.
We are inviting you to share with us whether you are not at all familiar, somewhat familiar, familiar, or very familiar with 70, 20, 10 guidelines.
SARAH: It looks like we’ve got a lot of participation. It looks like A had 49%, B had 27%, C had 8%, and D had 15%.
MEENA: Perfect, so this actually gives us a chance then to share about 70, 20, 10 and dive into it in a little more detail, so I’m going to stop rate at this point and point out that 70% really is about challenging assignments. The 20 stands for developmental relationships, and the 10 stands for coursework and training.
Literally, the book on this or several books on this were written through research that started in the 1980s. This was in-depth interviews with many large numbers of top-level leaders concerning what experiences helped them to grow and develop as leaders. And it is by analyzing reams of data across four studies, primarily in the US that we learned that the best way for leaders to develop themselves and others is through their experiences, 70%, and then the 20 stands for the relationships that they have with bosses, mentors and others. And the 10 stands for coursework and training, and this may be counterintuitive for most people, because what we tend to do is send people to courses and programs, but that is not where people learn to be leaders. Now the good news is that we continued with this research and in 2004 we decided to extend it into the Asia-Pacific region, that is about the time that I moved there. We extended it by conducting the same kind of qualitative studies with the same methodology into China, India, Singapore, then we took all of that data and compared with data that we had in the USA already.
What we learned from that, and this is where I think it is as professionals we are responsible for the development and goals of other people, you would be happy to know that we were able to drill down into the 70, 20, 10 and realized that it was 15 types of experiences that constitute the total spectrum of how any individual who wishes to be a top leader can grow themselves or develop others. Now while 15 seems like, oh my gosh, that’s a lot of experiences, we were also able to group those experiences under 70, 20, 10, and given the listeners that we have today, I will stop for a minute to share that if you look at what’s grouped under 70 we have turn around, we have an increase in job scope, we have a horizontal move, we have new initiative, stakeholder engagement, and cultural crossing. And the definition for all of these is available as are the definitions of all the rest of the experiences, the 20 is bosses and superiors, difficult people, feedback and coaching. And the 10 is coursework and training. And of course at this point you are wondering what is this hanging out on the right side personal experiences, which, the previous researchers and the researchers have continued the work decided we can’t really inflict personal experiences which could be transitions, divorces, career changes, nor can we inflict that second batch crisis, ethical dilemma, mistakes, career setbacks, those were grouped as hardships and adverse situations and are not included in the 70, 20, 10.
Now what I would like to say to everybody is that we have decided that we will send out a white paper that is known as Grooming Top Leadership and you will find details of what I’m about to share with you next in that paper. The good news is that there may be 15 experiences, and there may be groupings of that around 70, 20, 10, but we were able to identify by our cross-cultural analysis across the US, China, India and Singapore, that there are five experiences from which a majority of leadership lessons are learned. And those are bosses and superiors, turnaround or fix-it situations, increased job scope, horizontal move, and new initiatives.
If you go on a country-by-country basis, we found that in every country there are two additional experiences that popped up most frequently, but that doesn’t mean that those experiences are not important everywhere. It just means that these two additional experiences were more often mentioned in a specific country. We will only use the US and India as examples today. So, for example, in the US many of our interviewees are more likely to talk about what they learn from ethical dilemmas and mistakes and, as an example, in India our managers were more likely to talk about personal experiences and crossing cultures and why this is true is a topic that people find fascinating and we have gone into detail on it in the white paper Grooming Top Leaders.
What is interesting and surprising is many of the executive education programs and the coursework that people enroll for today still often has to do with the world of work. It has taken all of the 40 years that the Center for Creative Leadership has been in existence for managers to realize that leadership is about the world of people and the world of self. And that is why we ran to the extra measure to say we need to classify the 42 lessons into these three separate domains of lessons so that every leader realizes that the world of self: thoughts, emotions, actions, mindset and attitudes to manage oneself and the world of people: interpersonal and social skills to connect with people is every bit as important as picking up all the courses that you want to manage in the world of work about strategy, operations, cultures, skills, and perspectives.
Could we please now we think that it is important to stop and pause and invite you to reflect on how we can help managers to get the experiences they need to develop themselves. So this is an open ended question that we are asking of you. So please let’s take a couple of minutes and all the listeners out there begin to roll out those questions. Sarah will read out some of your responses to us.
SARAH: Take advantage of real-life learning opportunities; provide coaching; active learning activities; help them better understand the current and future needs of the business; mentoring; planning; providing those opportunities; hands-on experience.
MEENA: Let’s stop on that one because that’s where we often find in our work with clients that’s where the rubber meets the road and it’s planning for and finding the experiences that can assist people to learn is where a lot of interest is needed, a lot of attention is needed, excuse me, and we are going to offer you one resource and talk about a few more resources. After all that’s the 70 in the 70, 20, 10.
So at this point I’m going to invite my colleague Anand to guide us through the use of Experience Explorer, Anand.
ANAND: Thank you, Meena, good day, everyone. So just as Meena mentioned, using Experience Explorer is a very valuable tool that can use to provide some intentionality to what experiences provide people and how they can continue to learn from those experiences. So I’m first going to take you through what the Experience Explorer card deck consists of. So the Experience Explorer card deck has five instruction cards that are white and all kind of give you a quick review of how you can use these cards.
There are 52 experience cards which lay out 52 different experiences that get classified into 15 categories that Meena shared earlier. And, what’s also included are 42 lesson cards that get classified into the three worlds of lessons. The world of work, the world of the self, and the world of people. So let’s go on and, what I aim to do here is to provide you all a short review of how you would use the Experience Explorer card deck in a session when you are interested in getting across the message of developing people developing experience INAUDIBLE, developing intentionality. So to do this, we have something called a 4S model. And you start with three objectives then you sort and select. The third step is to share experiences and the fourth is the strategize step which looks to the future in terms of developmental planning. So I’m going to lead you through each of these steps. So the first part of the 4S model is to set objectives. So what happens in this step is as a person in charge of INAUDIBLE the session, it is important to clarify for yourself and your stakeholders what objective of the session really is. And to do this, what they suggest are two different parts. We call one the experience path and we call the other the lesson path. So choose one of these paths to best suit what you are trying to achieve through the exercise. So the experience path actually works very well when you have a diverse participant group because then everyone comes along together and shares what their experiences have been. And you will find that there is tremendous energy in the room when that happens. And it’s a great way to start off a session which will then feed into the lesson path where they will have an idea, they will have an opportunity to actually sit down and do some planning in terms of what competencies or skills participants want to develop from which experiences they want to develop.
The next slide talks about the sort and select part of the 4S model. So what I’m showing you here is what will happen face-to-face, so the picture you see here is of a group of people sorting and selecting the experience cards. So the instructions to them in a face-to-face session would be to sort the cards into two stacks. The first stack would have experiences that the person has had. The second would be a stack of experiences that the person has not had. Then you would go back to the first stack, experiences you have had and pick three cards that really talk to you about experiences that have shaped how you behave as a leader today. Now, we realize that you do not have the cards with you, so we’re going to replicate this virtually in a short format. You see on the screen that there are 20 experiences listed out. So what I’m going to invite you to do at this point is to think of two experiences, select two experiences that have shaped how you behave as a leader today. Note down the corresponding numbers. So let’s take a few seconds to do just an example on my own I picked E 16 that is creating a new service or new product and I also picked E02 living and working in another country, so that’s my pick. So it’s up to you to pick those experiences that have really shaped you as a leader today. So let’s just pause for about 10 seconds for you to read through these and to pick those that are very memorable to you.
So we’re just pausing here so that you get a chance to read through all of those events, 20 experiences, and pick two experiences that are very memorable and that have shaped you how you behave as a leader today. This is a slide you’ve seen earlier that Meena had talked about how really these experiences fall into these 15 categories and just to remind you that these 15 categories map on the 70, 20, 10 INAUDIBLE category of personal experiences and actions.
So let’s now move on to the next slide.You can now correlate that even INAUDIBLE if you have noted down the number of those events. Here are the corresponding categories of experiences. So, as an example I had picked E 16, created a new service or product or brand and that falls under new initiatives. My second pick was living and working in another country E06, which falls under cultural crossings so those are my two picks. So the question to you is when you look at those two experiences that you picked, in which categories do they fall? So feel free to make a note of that for you. So what has basically happened now is that you have sorted through the experience cards and you have selected the most memorable experiences that you have had and those that have shaped you. We now move on to the next slide and as we move on, I do need to mention that this portion of sorting and selecting the experience cards takes all about three minutes, 3 to 5 minutes maximum. But it gives the participants a very vivid opportunity to go down memory lane and think of experiences they have had and what they have not had. So now we are at a point where we are going to move onto the lesson cards and look at the lessons. So, again, this happens in a face-to-face session. So in a face-to-face session what you would do is typically invite to pick one memorable experience and then go through the set of lesson cards and relate what they learned from those experiences through the lesson cards. We’re going to do a similar thing but in a virtual fashion.
So let’s move on to the next slide where you actually see a list of 16 leadership lessons, skills, competencies. Here is what I would invite you to do now, remember those two experiences that you selected that were most memorable? From those two experiences, select one of those that was really memorable. Now look at this table that you have on the right side. And from those select three skills that you learn from that one memorable experience. And again, note down the numbers. So, just as an example, recalling my case I selected a new initiative, something about creating a new service, a product, or brand, and I’m going to make my selection of what I learned from going through that product development experience. So, I learned a lot about communicating effectively, managing bosses and superiors, and I gained a lot of confidence. So my pick in this case is L07, L10, and L16. Those are my picks, let’s pause for a moment so that you can make your picks.
Okay, if you have made your selection, let’s move on to the next slide, where you’ll see how the 16 lessons fall into the three worlds that Meena shared earlier: the world of work, the world of people, and the world of self. Now why is this classification important? You’ll find that really good leaders have leadership skills that actually they are good at all the three worlds. So they are good at managing work, while maintaining relationships with people, while at the same time managing their own self. But average and poor leaders probably would be really good at one or two of these worlds, but might not be confident or well skilled enough to work on all the three worlds. So, again, the first section where participants sort through lesson cards takes an average of 3 to 5 minutes but it surfaces a lot of leadership skills that they learn from memorable experiences.
So let’s move on to the 4S model that we saw before and that is about share. In a face-to-face session this is where you would really find the energy level of the participants goes up because what we would invite people to do is to move around the room, circulate around the room meeting as many people as they could for 15 minutes and to share their experiences. To share their memorable experiences and what they actually learn from those experiences. So when people do it and fast, the listener really invites the person to listen hard and trying to understand what makes the particular experiences really memorable for the storyteller. So you can see a visual of people who are really engaged in sharing each of the stories and listening to the others’ stories. This is one part of the 4S model that we will not be able to replicate virtually. What we have for you in the next slide are some reactions that participants in the sessions we had done had to the shared part of the 4S model.
In the next slide you’ll see in one of the companies that we did this workshop with, a person remarked that he thought he was the only person who had taken up the expanded role without getting a promotion, but that it was an eye-opener to that person to understand that almost everyone in the room had been through a similar situation, a similar experience. And I think this is a good time for you, Meena, to comment and share more about the magic that you see happening in the room when people actually come out and begin to share their stories.
MEENA: Yes, thank you Anand. What I would like to say is as the developer of this set of cards, we have been using them for the last two or three years and what has encouraged me to bring this deck to people in general is that there is a magic that happens and when you shuffle the cards then you distribute them, people select experiences that matter the most and they have a chance to talk about it. And whether you will have a small group of 5 to 10 people or you have just two people, or you have a room full of hundred people, there are so much energy that is generated with people thinking of things and experiences that have been important to them, what they learn from it, that it is actually hard to get people back. This is why we feel that this is a prime opportunity for people to learn and listen from experiences other people have had. Back to you, Anand because you know I can get carried away talking about how marvelous this works in different parts of the world, corporate, not for corporate with many different audiences in an astounding way. Thank you, Anand.
ANAND: Okay, thank you Meena. And this share is also the time when as facilitators Meena and I typically introduce the research or the theory behind how and what the symbols on the cards actually mean. So let’s move on to the next slide which is basically the slide on how experiences get classified into challenging assignments 70, development of relationships the 20, coursework training the 10, other personal experience are hardships that a person has faced. This is the time when we would typically introduce this model to the participants as well as a model that you see in the next slide which has to do with three domains of lessons. We showed this earlier to you as a background to how these cards got developed, but in an actual session when you are sharing the results that is also the time when the facilitator would share the findings from research on what it means to learn from experiences and which experiences are most powerful when learning leadership lessons.
So until now you noticed what we have been doing is to take participants in a session through a journey into the past. In the next slide is where we move on to the strategize part of the 4S model. In the next slide you’ll see that the strategize portion of the 4S model moves everyone from a focus on past experiences and past leadership lessons to a focus on the future. What are the capabilities that you want to develop in the future? And what experiences you do you want to seek in order to develop those desired capabilities? So how we go about doing that? Let’s move on to the next slide where again you can experience a portion of this. Here again is the listing of the 20 experiences that I shared earlier. What I would invite you to do now is to select one experience that you would benefit most from in the next six months. And when you’re doing a face-to-face session, what we would typically ask the participants to do is to go back to the stack of cards of experiences that they have not had. So we would invite them to seek new experiences and to pick out experiences from those that they have not had so that they can develop the most from them. So let’s pause here to give you an opportunity to review this list again and to pick that one experience that you would want to gain in the next six months.
So now you have picked the one experience that you have gained, let’s move onto the next step. So the next slide invites you to pick two skills that you want to develop, that you would like to develop from the experience that you have just identified. So in my case let’s say I picked an experience that said I want to serve as a mentor to someone. Then I would think about what are the two skills I want to develop as a result of helping someone as a mentor. I might want to develop something about managing, motivating, and developing subordinates. I want to learn more about that. I want to become better skilled at developing subordinates and maybe that’s why I chose mentor. So I would choose L08 in this case. So here is where the intentionality actually comes in when you start planning. So the next step of this would be to basically guide participants once they selected the experience they would like to have and the lessons they would like to have is to think about how they could gain support for what they’re doing. So it if they wish to have acted as a mentor, how do you go about doing that? Whom do you want to approach so that you can have a mentor/mentee relationship set up? And where are you going to seek resources to support you in your learning journey, in the journey of your own development? So this is how we will take the conversation further. So I want to recap what we have covered in terms of using Experience Explorer.
The next slide basically summarizes all that we have covered. So in using Experience Explorer you will start by setting objectives that clarify what the session is all about both to yourself, to the participants, and to the stakeholders involved. In this sort and the select step, you would guide participants to actually sort through those cards to select experiences that have the most memorable for them and to think of leadership lessons, leadership skills, that they have developed after INAUDIBLE of those experiences. When you move on to the share part, is when you generate a lot of energy in the room. Where it is not just about my experience and my learning, it’s about sharing those experiences and how you came about those experiences with others in the room and also learning from others’ experiences. The final step is the strategize step where you move from a focus on past experiences to intentionally planning to get certain experiences and to develop certain skills in a particular timeframe, say in the next six months to a year. The whole session Experienced Explorer session takes about 60 minutes to facilitate. And you will find in those 60 minutes people get a lot of value in terms of understanding how people learn from experience, what experiences are important, and developing a plan for themselves, for their own development. So, to summarize what we have covered, you will find that this whole thing has been about the idea that powerful experiences matter. Memorable experiences actually, in fact the way in which leaders lead and manage. And not just experiences, and experience becomes really powerful when it is critical lessons. Leadership lessons, leadership skills are developed by reflecting on those experiences. So when I say lessons, I basically mean shifts in knowledge, shifts in skill level, changes in attitude, behavior, or even values.
So to sum up, the next slide basically sums up all of that discussions that we have been having in terms of saying that with very little effort we started off with a question whether we make learning from experience intentional and what we’ve basically done is to present to you a tool called Experience Explorer which you can use with very little effort and with very little effort we can make learning from experience intentional, not just incidental nor accidental. So what I want to share with you in the next slide are resources which will supplement your use of Experience Explorer. There are a couple of books on using experience to develop leadership talent and experience driven leader development, which has contributions from veterans in the field of learning from experience. And the next set of resources that we want to point out to you are books, the Lessons of Experience book that you see traces the research study done way back in the 80s and other books basically trace the Lessons of Experience book, research that was done that specific populations. Breaking the glass ceiling on what key experiences matter INAUDIBLE leadership development. High Hlyers specifically looking at high potentials in organizations. The most recent book INAUDIBLE if you have an interest in India especially is Meena’s book on Developing Models, Leaders Today Insights from Corporate India
So having shared all of these resources that are available, I think we have about 10 minutes left, we basically want to open up the floor for questions. And what we invite you to do even as you type in the questions there’s INAUDIBLE Experience Explorer, use it. Please share with us Meena’s email in my email are out there please share with us if you are using Experience Explorer in a different way, if you have any suggestions for its use and development we are very open to hearing from you.
Experience Explorer has become very powerful through the process of refining it by input from various users. So at this point we would like to really invite you to become a part of the user community so that we can develop it and use it in a much better fashion. Sarah, over to you.
SARAH: All right, perfect, we do have a little bit of time for some questions so they are coming in now, but while we wait for a little more of this questions to start filtering in let me just tell you a little bit more about the Experience Explorer. This is a deck of cards that starts conversations, builds camaraderie, and creates networks. Experience Explorer helps managers at all levels realize how much they have learned about leadership from their own powerful experiences. And for a limited time we are offering a discount of 20% off and you can learn more about this offer by visiting HRDQstore.com. And also don’t forget to register for our weekly webinar Wednesdays at HRDQU.com. Okay, why don’t we just go ahead and get started with the first question and this one is coming from Laura: In which situation can EE be used? Is it recommended for individuals or small groups or large groups?
MEENA: Laura, it can be used in individual situations if you are coaching or mentoring somebody and it could always be a boss and the subordinate or an HR person, we have also found it to be very effective in teambuilding and this is teambuilding across levels. See you can have senior executives who are in the room with emerging leaders and by sharing experiences, they all come onto an even playing field and learn more about each other. I think when you have extremely large groups, for example, we have had executive education programs such as the University of Chicago, use it to on board as a larger group as 300 people, but in that case it is not as much for planning purposes as much as it is for building camaraderie and icebreaking. Feel free to be in touch with Anand or myself if you would like to discuss this further.
SARAH: All right, great, thanks. Our next question is coming from Tina: When we use EE, are there any best practices that you recommend?
ANAND: There are certain best practices that we do recommend. This is based on Meena’s and mine along with a group of colleagues, usage of Experience Explorer over different audiences and a lot of these best practices are actually recorded in the facilitator’s guide. And you will find that there are best practices given for each of those steps that we have: the sort and select, the strategize, each of the steps. Just to share one best practice is to make sure that you have enough time to do strategize. Because as much as it is exciting to talk about past experiences, what really participants take away from the session is adding intentionality about where they want to go next. What is the next experience they want to have and what are the skills that they really need to develop. It’s easy to get carried away in the sort and select and the share steps, because it’s highly interactive, it’s highly energizing and so on. But it’s very important to make sure there is enough time left for the strategize step.
SARAH: All right, great, thank you. And our next question is coming from Matt: Do I need to be certified to use the Experience Explorer?
MEENA: Matt, we do not have a certification program for the Experience Explorer; however, one of the ways in which we have prepared people is by having a webinar or face-to-face session with a group of 5 to 10 or more up to 50 people and distributing a set of decks and then just by the process of using it and going through what we’ve just experienced now, but with actual decks in hand that actually makes it possible for people to run it. It’s very simple to use. Lots of comments that we get often about this is that this is an Explorer deck that runs itself.
ANAND: There are a couple of questions here that I would like to answer. So there’s one question which basically says do we need to have a card deck per participant? The answer is yes, you will really need to have one card deck per participant in this because they will have to sort through all of the cards and make sure what experience they have had and what experience they have not had and so on. So, yes. The second question I would like to answer is from Sue who basically says she would like to hear about actual experiences with these decks of cards. Well, Sue, Mina and I have shared some of the experiences that we have had. What we also have is a website called Leading Effectively. If you would go to that website you will actually find that there are blog posts of the experiences that we have had running these, with actually very different groups. So I hope you find that useful.
MEENA: I would like to take one question from Gary Garcia who says is this slide prerecorded? Gary, we are live, thank you for asking that question. And there is another one about the time from Sue which says that it appears that it could be time-consuming. Actually running an initial session it can be done in 60 minutes. I think 90 minutes is preferable. It’s what happens afterward when people realize that they are able to plan for their future that they might need off-line guidance and counseling, but running an initial session can be done in as little as 60 minutes and at most 90 minutes. Thank you for asking those questions. Back to you, Sarah.
SARAH: All right, perfect, those are some great questions. And Meena and Anand, would you just like to add any final thoughts before I go ahead and wrap up this session today?
ANAND: I just want to give a big shout out. Thank you for being great participants in this. Thank you for asking really important questions that really provided not just you but others’ insight into what Experience Explorer is all about and how it can be used. Thank you very much.
MEENA: Yes, I am dittoing Anand’s comments for taking an hour of your valuable time to listen and sit through the webinar. And inviting you to feel free to be in touch with one of us. It may take us a little time to get back to you but we will surely do so because we want to share the powerful results of that we believe about this Experience Explorer that can develop. Thank you.
SARAH: All right, great, thank you again so much. Unfortunately that is all the time we have for today. If we did not have time to answer your question you will receive an email response with those answered questions probably about mid next week. So we appreciate your time and we hope you found today’s webinar informative. Thanks.
“How can we develop more and better leadership talent more quickly?” This question is front-of-mind for growth-oriented leaders- corporate and government. Unfortunately, one practical approach- experience-driven development — has been under-utilized. Organizations can avoid the risks associated with inadequate leadership, and prepare leaders for uncertain future scenarios, in two ways. The first is by sharing past experiences with each other as a source of practical lessons about leading. The second is by planning for future experiences and lessons to learn to make themselves and others ready for becoming senior leaders. This structured approach to developing oneself and others is the best guarantee that your organization’s talent pipeline will be filled and flowing.
In this 60-minute thought-provoking, interactive and experiential session, we will use a popular and internationally acclaimed tool- the Experience Explorer™ (EE) card deck — to demonstrate how experiences can be used- by you and your teams – to become more effective and successful as leaders.
Participants Will Learn
- Understand the value of “learning from experience” for leadership development
- Understand how Experience Explorer(EE) cards provide a structure for leadership development efforts- for individuals, teams, and organizations
- Gain an overview of the four decades of research on which the EE cards are based
- Understand how the EE cards can be used to facilitate leadership development conversations
Who Should Attend
- Human Resources Professionals
- Organizational Development Professionals
Meena Surie Wilson
Meena Surie Wilson, Ph.D. is Senior Enterprise Associate at the Center for Creative Leadership® (CCL) and author of Developing Tomorrow’s Leaders Today: Insights from Corporate India (Wiley, 2010). A versatile and dedicated professional, during her 22 years at CCL Meena has led several significant start-ups. As Interim Managing Director, CCL-Asia Pacific (APAC), she opened up the APAC campus in Singapore. As Research Director, she launched a Singapore-based Research, Innovation and Product Development (RIPD) unit. She was also Principal Investigator for the Lessons of Experience-Asia project, managing cross- organizational teams in India, Singapore, and China.
Anand Chandrasekar is a senior research faculty at Center for Creative Leadership. Anand combines the rigor of academia with a practical approach to research and then translates the resulting knowledge into solutions that provide sustained impact on individuals, businesses, and the world. His research interests lie at the intersection of three broad domains: leadership development, positive psychology, and Indian psychology. Anand holds a B.E. from University of Madras and a M.Bus from Nanyang Technological University.