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Scooped by Deb Nystrom, REVELN!

Why Leadership Development Programs Fail - McKinsey & Co

Why Leadership Development Programs Fail - McKinsey & Co | Agile Learning |

Sidestepping four common mistakes can help companies develop stronger and more capable leaders.

1. Overlooking context   A brilliant leader in one situation does not necessarily perform well in another. ....Too many training initiatives we come across rest on the assumption that one size fits all and that the same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, or CEO mandate.

...Focusing on context inevitably means equipping leaders with a small number of competencies (two to three) that will make a significant difference to performance.   (Bold mine, DN)

2. Decoupling reflection from real work   ...On the one hand, there is value in off-site programs ...offering ...Ftime to step back.... On the other hand...adults typically retain just 10 percent of what they hear in classroom lectures, versus nearly two-thirds when they learn by doing. large international engineering and construction player built a multiyear leadership program that not only accelerated the personal-development paths of 300 midlevel leaders but also ensured that projects were delivered on time and on budget. Each participant chose a separate project... linked to specified changes in individual behavior...

3. Underestimating mind-sets  ...too often these organizations are reluctant to address the root causes of why leaders act the way they do. 


4. Failing to measure results      ....One approach is to assess the extent of behavioral change, perhaps through a 360 degree–feedback exercise at the beginning of a program and followed by another one after 6 to 12 months.   .... monitor the business impact, especially when training is tied to breakthrough projects. 

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Deb Nystrom, REVELN's insight:

McKinsey has featured some excellent stories and principles to take leader learning beyond the classroom with focused & clear strategies. ~ D

Ivon Prefontaine's curator insight, April 2, 2014 12:57 AM

Context is important. This has been known for some time so it is not something new. The challenge is how do we change what goes on?

Rescooped by Deb Nystrom, REVELN from Disrupting Higher Ed!

The Professors Behind the MOOC Hype - Technology - The Chronicle of Higher Education

The Professors Behind the MOOC Hype - Technology - The Chronicle of Higher Education | Agile Learning |

Professors were asked, do they believe MOOCs "are worth the hype." 79% said yes.


In the largest survey of instructors who have taught massive open online courses, The Chronicle heard from critics, converts, and the cautious.


Hype around these new free online courses has grown louder and louder since a few professors at Stanford University drew hundreds of thousands of students to online computer-science courses in 2011.

Since then MOOCs, which charge no tuition and are open to anybody with Internet access, have been touted by reformers as a way to transform higher education and expand college access.

Many professors teaching MOOCs had a similarly positive outlook: Asked whether they believe MOOCs "are worth the hype," 79 percent said yes.

Via Smithstorian
Deb Nystrom, REVELN's insight:

There is some synchroncity here that this article is showing up while I'm listening to a professor at UM talk about Harvard choosing a MOOC for accounting for their entry level accounting (Brigham Young) and outsourcing professors.

Can paths to efficiency and worker health co-exist?

Professor:  Wally Hopp, Associate Dean for Faculty and Research Herrick Professor of Manufacturing, Ross School of Business   Positively Lean: A Path to Efficiency and Energization?

Examples:  Henry Ford, Joe at GM Powertrain, FelPro (300% ROI on Employee Benefits, no turnover > sold to Federal Mogul)

Key themes in the blend:

  • Share the gain
  • Appeal to pride
  • Cultivate a community
  • Pursue a higher purpose <motivation>  (Sugar water or change the world)


Apple >> Change the world

Patagonia  >> Corporate responsibility  (Don't buy what you don't need)
University of Michigan  Uncommon education for the common man  (President James Burrill Angell) 


  • Is the key challenge aligning organization & employee benefits from efficiency gains?
  • Or is it cultivating a sense of higher purpose?
  • Or something completely different?    
Rescooped by Deb Nystrom, REVELN from Changing Behavior!

Will 2014 Be Different? 2013 Study - 75% Change Failure Rate continues #Infographic

Will 2014 Be Different?  2013 Study - 75% Change Failure Rate continues #Infographic | Agile Learning |


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Receive Best of the Best news, taken from Deb's  NINE curation streams @Deb Nystrom, REVELN, featuring two approaches to change via once a month via email, available for free here, via REVELN Tools.

Via Changing Behavior
Deb Nystrom, REVELN's insight:

This is an helpful infographic for perspective in Agile Learning as well it's original location on ScoopIt:  Change Management Resources.  ~  D

Zento Mike Warren's curator insight, January 31, 2014 4:54 AM

Leaders will effect or be affected by change and how they respond to this inevitable circumstance will impact their leadership and culture. This great article and graphic gives unique insights into the challenges of change! Get professional guidance . . .

Deb Nystrom, REVELN's curator insight, February 1, 2014 12:23 AM

What change leaders need to get right:   Focus your training and tools on helping managers and keeping the message consistent and fully communicated throughout the organization.  ~  D

InflatableCostumes's curator insight, February 14, 2014 1:58 AM

Manufacturers of Custom Shaped Cold Air Inflatables including Giant Character shapes and  Product Replicas also Rooftop Balloons specializing in custom inflatables for advertising, manufactured in Hyderabad city, India -