8 Pointers for Developing Leadership Skills

The year 2020 should be a fruitful one for managers when it comes to professional growth and development. That is, if we are to believe the presentation by Bert De Coutere at the recent OEB Global Conference in Berlin. “It seems simple, but it’s complicated; we learn most from crises,” said Bert at the beginning of his presentation, Deconstructing Leadership. Bert works at the Center for Creative Leadership in Belgium and has decades of experience in research and consulting for managers who want to achieve better results and develop their leadership skills. At the OEB Global Conference in Berlin, Bert discussed the major changes that have occurred in the methodology for success. In short, the methodology for learning for managers' success has been oversimplified for many years.

Crises and challenging situations still score the highest

Bert traced the history of the field. In 1982, the 70/20/10 model became popular, which referred to the fact that most managers learn the most from challenging assignments (70%), then from other people (20%), and finally from formal training (10%). The flaw in this model was that it was based on research where all participants were middle-aged men with similar backgrounds. Later, this same research would be repeated many times. It was last repeated in 2011, and by then the ratios had changed with a more diverse background of participants and a more equal gender balance.

Personal growth and conflict

Although the ratios have shifted and the element of collaboration is greater than before, it is still the case that managers learn the most from crises and challenging situations. Both in our personal lives and in the workplace. We become better managers when we deal with changed circumstances or responsibilities in our own lives. Such as becoming parents, getting a partner, dealing with illness or trauma. Or taking on challenging and new projects, stepping out of our comfort zone, making mistakes, dealing with communication difficulties and harsh criticism. “Personal growth rarely happens without conflict,” Bert noted.

A few facts about learning and development at work

It is an interesting fact that employees and managers are nearly three times more engaged at work when they are tackling new projects or learning something new. “However, the majority of them are not often learning something new at work,” said Bert, citing research to support his claim. The reasons for this are many, but the main ones are employee attitudes, poor feedback, or a lack of support from top management. “That’s why we need a better guide, one that takes into account how learning actually happens,” says Bert, referring to the old, simple 70/20/10 model. He introduced the Learning8 model, which is based on the old model but takes better account of attitudes and emotions. And as the name suggests, it has eight good signposts. “Many focus on tools and equipment, learning methods, and new course offerings. But success is actually hidden in the methodology we implement and follow.”

8 good signposts for managers

1. Open-mindedness and curiosity
   Adopt an open and non-judgmental mindset. Ask all the questions you want, just like children do. Seek out interesting content (sometimes called cool hunting). Take unconventional paths and step outside your comfort zone. People tend to get stuck in certain patterns. To break this, you can follow an interesting blog, go to art exhibitions, concerts, or lectures that are not directly related to your field.
2. Focus and goals
   What are you going to learn? And how are you going to behave? Sometimes learning involves unlearning something, such as procrastinating or getting too caught up in details. Create a good accountability system (e.g., SMART Goals) to achieve your goals. Part of this is to consider who judges whether the goals have been met. Make as many goals public as possible; that way, you are more likely to achieve them and get better support to do so.
3. Expertise
   It is very important to learn from others with expertise. Seek out experts for projects big and small. Participate in conferences, take courses, watch lectures, and read books.
4. New challenges
   Perhaps the most important signpost of all. It is simply not possible to learn new things without taking on new projects. And not just any projects; they need to be different from what you do today and be a real challenge.
5. Feedback
   Bert reminds us that feedback comes in many forms. “From the body, from yourself and your thoughts, from the environment and superiors. I’m particularly fond of two-way feedback; I find it fair,” said Bert, using Uber as an example where both the passenger and the driver give a rating. “But it’s important that feedback isn’t just an empty star rating. It shouldn’t be a numerical fact but rather well-articulated.”
6. Collaboration
   We learn most from and with other people. It’s good to have both a coach and a companion who encourages you in what you’re doing. “You are more honest in what you’re doing if you have a trusted coach or companion,” said Bert about the benefits.
7. Being aware of well-being and emotions
   The main reasons people shy away from learning new things or taking on challenges are emotional. Learning something new can be a difficult experience. People fear mistakes and change. And so, many hold on to the status quo and prefer repetition, reinforcing skills and behaviors they have previously proven themselves in. Bert recommends celebrating small victories and increasing awareness of emotions. It is important to learn to manage emotions in challenging and difficult situations. And to do that, one must accept that learning new things can be hard.
8. Reflection
   Last but not least, professional reflection is very important. To reflect both before and after. What went well, what could have been done better, what will I do next? How did I feel? Bert recommends keeping a journal of both goals and well-being. And to regularly set aside time for reflection.