"What is Learning Agility? “The ability and willingness to learn from experience, and subsequently apply that learning.”
Excerpted by a post by Paul Thoresen:
It is this application of learning which differentiates those who have high potential from those who do not. Using this definition of Learning Agility includes a five factor multi-dimensional construct with several sub-factors (or dimensions). This description of the five main factors is adapted from Korn/Ferry International:
Mental – The ability to think critically and be very comfortable with complexity.People – A skilled communicator and adept at perspective taking.Results – Achievement oriented and builder of productive teams.Change – Comfortable with change and seeks continuous improvement.Self-Awareness – Knows strengths and weaknesses; actively seeks blind spot information.
Lombardo and Eichinger estimate Learning Agility is high in 10% of the population. .... evidence suggests Learning Agility can be developed. It is not a trait you are stuck with; it can be increased with practice.
The difference between winners and losers how they handle losing. No one can completely avoid troubles and potential pitfalls are everywhere, so the real skill is the resilience to climb out of the hole and bounce back.
Spotting great employees: How to pick and nurture future leaders Herald Sun "Managers should be looking for learning agility here," says Busine. "They want people who can learn quickly and adapt to new environments." 4.
Paul Thoresen's insight:
"The wrong people do sometimes get to the top of organisations – and more frequently than we feel comfortable about," Professor David Clutterbuck, a world expert on leadership and management, recently told the HRIZON human resources conference in Melbourne in September.
"Organisational psychopaths get to the top of organisations and ruin everything while they are doing it."
Mac Van Wielingen and Julian Barling explore learning agility in this video. How open are you to learning? How do you bring what you have learnt to life, bridging the knowing and doing gap? Please share your thoughts and ...
Paul Thoresen's insight:
Not much cited for research, and I disagreed with a couple points. That said, it is an interesting 3 minute conversation.
As the complexity of the b-to-b marketing landscape grows, one of the challenges that marketing leaders face is identifying the skills needed across the marketing organization.
Here are a few considerations for bridging the marketing skills gap:
Develop marketing certification. Implementing a marketing certification program designed to meet the needs of your organization not only ensures you have a plan for addressing a skills gap, but it also provides a structured path and incentive for marketers.Allocate budget for training. Ensure that budget is allocated for skills enhancement and that employees are obligated to make use of the available training budget.Establish performance objectives. Career progression planning provides an opportunity to design a development program that maps to the needs of the organization and fulfills employees’ desire for growth.Evaluate potential hires. Ask interview questions that reveal a candidate’s adaptability, level of comfort with complexity and problem solving skills. An example of a concept learned in the past and applied in a different way can be an indicator of a candidate’s learning agility.
The extent an institution adopts a learning stack concept will determine teaching/learning agility and future relevance. It will consist of things we do ourselves, and services including SaaS and other cloud based offerings, ...