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Rescooped by Deb Nystrom, REVELN from Transformational Leadership
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The #1 Reason Leadership Development Fails - Best vs. Agile Next Practices

The #1 Reason Leadership Development Fails - Best vs. Agile Next Practices | Change Management Resources | Scoop.it

"Don’t train leaders, coach them, mentor them, disciple them, and develop them, but please don’t attempt to train them. " 

  

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Training is transactional – Development is transformational."

_________________

  

Excerpts:  

  

A 20 item list  point out  main differences between training and development:

     

1. Training blends to a norm – Development occurs beyond the norm.

  

2. Training focuses on technique/content/curriculum – Development focuses on people.

  

4. Training focuses on the present – Development focuses on the future.

  

6. Training is transactional – Development is transformational.

  

More here:  'http://t.co/vcn5rSxa


More about leaders and being strategically & learning agile is here:




Via Dr. Susan Bainbridge
Deb Nystrom, REVELN's insight:

How does real leadership development happen?  Through development.  The authors  20 item list  point out  main differences between training and development.  Training is convenient and can reach many people, but only development make the grade in agiiity for adapting to change.


This article also reminds me of the limitations of ADDIE, a training design approach still used in many companies. By the time leadership training gets there (after design), there isn't there anymore.  ~  D

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Deb Nystrom, REVELN's comment, May 22, 2013 11:58 AM
Wow, did this hit a nerve. Great!
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Web over Wheels: Change in Trends, Connectivity rules as "Manager Knows Best" era is ending

Web over Wheels:  Change in Trends, Connectivity rules as "Manager Knows Best" era is ending | Change Management Resources | Scoop.it
To get a glimpse of what tomorrow's young global managers might be like as leaders, take a look at how today's young people think about communications.


A sign of a helpful, trusted advisor is to ask smart questions.  This article does that.

The trends, surveys mentioned are also harbingers of the need for highly adaptable, flexible approaches to managing and leading in an era of continuous change.


Excerpted, HBR blogs, Sujai Hajela, VP & general manager of the Wireless Networking Business Unit at Cisco:


Today's young people are devoted to connectivity.

In a recent survey of more than 2,800 college students and young professionals in 14 countries, Cisco found that more than half said they could not live without the internet, and if forced to choose, two-thirds would opt to have the internet rather than a car.


Companies will need to ask these hard questions:

  • What is the appropriate level of openness? Should employees be prevented from slamming their bosses' ideas, for example?
  • How much blurring of public and private life is too much?
  • Social media encourages people to mix work- and nonwork-related communication, but some workers prefer to keep their social lives strictly off-limits.
  • How can the company prevent abuse of social media?  (DN: Or mitigate, educate to help prevent abuse.)
  • Do employees understand what information is confidential and what is public?



As companies resolve these issues, management styles will evolve.


Managers will no longer be able to communicate with just a small circle of trusted advisers — they'll be expected to interact digitally with a much broader range of people both inside and outside the company.



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