Praise for Experience-Driven Leader Development “There is a wealth of experience presented in this volume that is both cutting edge and grounded in leader development research and theory. It is highly recommended reading for anyone interested in state-of-the-science leader development.” David Day, Ph.D., Woodside Chair of Leadership and Management, The University of Western Australia Business School “CCL pioneered research on experience-based leadership development, and now this book showcases a wealth of tried-and-true practices that transform research into reality. Leadership developers can access and adapt tested advice, models, organizational practices, and tools to their unique circumstances. Finally—some ready-to-use answers to how informal experience-based learning can be developed, designed, and supported in ways that boost performance for leaders and their organizations!” Victoria J. Marsick, Ph.D., Department of Organization & Leadership, Columbia University, Teachers College “Experience-Driven Leader Development is a comprehensive resource rich in examples, models and practical advice. This is a must read for anyone interested in developing leaders to achieve personal or organizational goals.” Marcia J. Avedon, Ph.D., senior vice president, Human Resources and Communications Ingersoll Rand, Board of Governors., Center for Creative Leadership About This Book Why Is This Topic Important? Learning from experience is the number one way that leaders develop. If you are reading this book, you probably already know this. It’s evident in the research you follow. It’s plain from your own observations and experiences in organizations. Despite the overwhelming evidence, however, experience-driven leader development receives considerably less attention and orga- nizational resources compared to formal education, training, and coaching. Thus, there are untapped opportunities to optimize the value of experience for leader development. What Can You Achieve with This Book? For the greatest impact, you want to harness the power of experience for leadership develop- ment. The way to do this doesn’t lie in a formula or a step-by-step process. Rather, you can find different ways to answer that challenge using the array of tools, techniques, interven- tions, initiatives, and models collected in this volume. These are not simply ideas that ought to work. They come from practitioners like you, people who are enhancing experience- driven development in organizations and communities, in many different ways and with a wide variety of audiences. Whatever your approach, you can find in this book the tools and practices that will help you develop the best possible talent in organizations while having a positive and powerful effect on people’s lives. How Is This Book Organized? The book is organized into four sections, each targeting a critical element of experience- driven development. In the first section, Developmental Experiences: More Intentional for More People, you will find ways to help more people access leadership experiences to target their particular devel- opment needs. Section 2, Leaders: Better Equipped to Learn from Experience, addresses the fact that an experience does not guarantee learning. In these pages you will see how you can enhance leaders’ ability to learn from their experiences so that they extract the maximum develop- mental value. Section 3, Human Resource Systems: Designed for Experience-Driven Development, looks at the formal systems and processes for managing talent that many organizations have put into place. The contributions in this section describe how to build experience-driven devel- opment into those processes. Section 4, The Organization: Enabler of Experience-Driven Development, takes on the shared values, the behaviors, and beliefs of employees, and processes and routines found in organizations. Rather than allowing those attributes to get in the way, you can use the knowledge in this section to influence an organization in ways that enable rather than inhibit experience-driven learning. We have tagged each contribution based on whether it shares a tool (a specific activity or technique), an organizational practice (a formal process or initiative), a model (a con- ceptual framework that guides thinking and action), or advice (an overview of a topic with insights based on expertise or research). Experience-Driven Leader Development Models, Tools, Best Practices, and Advice for On-the-Job Development Cynthia D. McCauley D. Scott DeRue Paul R. Yost Sylvester Taylor Cover design: JPuda Cover images: (model) © browndogstudios/istock; (wrench) © scottdunlap/istock; (checklist) © scottdunlap/istock; (info) © runeer/istock Copyright © 2014 by John Wiley & Sons, Inc. All Rights Reserved. Published by Wiley One Montgomery Street, Suite 1200, San Francisco, CA 94104-4594 www.wiley.com No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the web at www.copyright.com. 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If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com. CIP data is available on file at the Library of Congress. ISBN 978-1-118-45807-5(hbk) 978-1-118-76765-8 (ebk) 978-1-118-76784-9 (ebk) Printed in the United States of America HB Printing 10 9 8 7 6 5 4 3 2 1 Contents List of Exhibits, Figures, and Tables xiii Foreword xix Acknowledgments xxiii Introduction xxv SECTION 1. Developmental Experiences: More Intentional for More People  1 Section Introduction 3 Equipping Employees to Pursue Developmental Experiences  7 1 Intensity and Stretch: The Drivers of On-the-Job Development  7 Mark Kizilos (Experience-Based Development Associates, LLC) 2 A Leadership Experience Framework  15 Paul Van Katwyk, Joy Hazucha, and Maynard Goff (Korn/Ferry International) 3 Identifying Development-in-Place Opportunities  21 Cynthia McCauley (Center for Creative Leadership) 4 Leadership Maps: Identifying Developmental Experiences in Any Organization  25 Paul Yost (Seattle Pacific University) and Joy Hereford (Yost & Associates, Inc.) 5 Building Organization-Specific Knowledge About Key Developmental Experiences  37 Paul R. Bly (Thomson Reuters) and Mark Kizilos (Experience-Based Development Associates, LLC) 6 Expression of Interest: Making Sought-After Roles Visible  45 Tanya Boyd (Payless Holdings, Inc.) 7 Designing Part-Time Cross-Functional Experiences  49 Nisha Advani (Genentech, a member of the Roche Group) v vi Contents 8 Creating Project Marketplaces  55 Cynthia McCauley (Center for Creative Leadership) Leveraging Existing Experiences for Learning  57 9 Leveraging the Developmental Power of Core Organizational Work  57 Patricia M.G. O’Connor (Wesfarmers) 10  Learning Transferable Skills Through Event Planning  65 Kenna Cottrill and Kim Hayashi (Leadership Inspirations) 11  Pinpointing: Matching Job Assignments to Employees  69 Jeffrey J. McHenry (Rainier Leadership Solutions) 12  Learning from Personal Life Experiences  77 Marian N. Ruderman and Patricia J. Ohlott (Center for Creative Leadership) Creating New Developmental Experience  81 13  Strategic Corporate Assignments to Develop Emerging Market Leaders  81 Anita Bhasin (Sage Ways, Inc.), Lori Homer (Microsoft), and Eric Rait (Honeycomb Development) 14  Full-Time Strategic Projects for High Potentials  87 Paul Orleman (SAP) 15  A Personalized Rotation Program to Develop Future Leaders  93 Bela Tisoczki and Laurie Bevier (General Electric) 16  Corporate Volunteerism as an Avenue for Leader Development  99 Shannon M. Wallis (Arrow Leadership Strategies) and Jeffrey J. McHenry (Rainier Leadership Solutions) 17  Developing Socially Responsible Global Leaders Through Service Projects  107 Mathian Osicki and Caroline Smee (IBM) 18  Stretch Assignments to Develop First-Time Supervisors  113 Sally A. Allison and Marsha Green (Duke University) 19  Executive Shadowing  119 Ritesh Daryani (Expedia, Inc.) 20  Leadership Fitness Challenge: Daily Exercise of the Leadership Muscle  123 Laura Ann Preston-Dayne (Kelly Services, Inc.) 21  Using a Video-Case-Based Collaborative Approach in Leader Development  129 Nate Allen (U.S. Army, National Defense University) 22  Cross-Company Consortiums: Tackling Business Challenges and Developing Leaders Together  133 Yury Boshyk (The Global Executive Learning Network) Contents vii SECTION 2. Leaders: Better Equipped to Learn from Experience  141 Section Introduction 143 Organizing Frameworks  145 23  Mindful Engagement: Learning to Learn from Experience  145 D. Scott DeRue and Susan J. Ashford (University of Michigan) 24  PARR: A Learning Model for Managers  151 Laura Ann Preston-Dayne (Kelly Services, Inc.) 25  GPS•R: A Tool for Assessing Learning Readiness  157 Paul Yost, Hillary Roche, and Jillian McLellan (Seattle Pacific University) Learning Strategies and Tactics  165 26  Asking Questions to Foster Learning from Experience  165 Sally Beddor Nowak (Agilent Technology) 27  Using the Classroom to Create a Learning Orientation  169 Lori Homer (Microsoft) and Anita Bhasin (Sage Ways, Inc.) 28  Establishing a Learning Mindset  177 Kelly A. Bunker (Making Experience Matter) 29  Tactics for Learning from Experience  181 Maxine Dalton 30  Narrating Emotions to Enhance Learning  187 Shirli Kopelman (University of Michigan) and Ilan Gewurz (Proment Corporation) 31  Proactive Feedback Seeking: The Power of Seeing Yourself as Others See You  195 Susan J. Ashford (University of Michigan) 32  Feedback: Who, When, and How to Ask  203 Sylvester Taylor (Center for Creative Leadership) 33  Micro-Feedback: A Tool for Real-Time Learning  207 Tanya Boyd (Payless Holdings, Inc.) Reflection and Retention  213 34  Leadership Journeys: Intentional Reflection Experiences  213 Nicole L. Dubbs, Andrew K. Mandel, Kristin Ohnstad, and Scott Taylor (Teach For America) 35  After-Event Reviews: How to Structure Reflection Conversations  221 D. Scott DeRue (University of Michigan) 36  Scaffolding Reflection: What, So What, Now What?  229 Claudia Hill (Korn/Ferry International) viii Contents 37  Life Journeys: Developing for the Future by Looking at the Past  235 Kerry A. Bunker (Making Experience Matter) 38  Strategies for Facilitating Learning from Experience  239 Claudia Hill (Korn/Ferry International) 39  Teachable Point of View: Learning to Lead by Teaching Others  243 Scott McGhee (U.S. Cellular) 40  Implementation Intention: A Refinement to Leadership Development Goal Setting  249 Luke Novelli, Jr. (Leadership Development Resources Global) 41  Twelve Questions for More Strategic Work and Learning  255 Kelly McGill (Expedia, Inc.) Learning Communities and Support  259 42  Building a Board of Learning Advisors  259 Marisa Bossen and Paul Yost (Seattle Pacific University) 43  Building a Learning Community Through Reflection and Experimentation  265 Jennifer Jaramillo (Accenture) and Kristen Schultz (University of Michigan) 44  Using Communities of Practice to Cultivate Leaders of Integrity  273 John R. Terrill (Seattle Pacific University) 45  CompanyCommand: A Peer-to-Peer Learning Forum  279 Nate Allen (U.S. Army, National Defense University) 46  Virtual Roundtables: Using Technology to Build Learning Communities  287 Jonathan Winter (The Career Innovation Group) SECTION 3. Human Resource Systems: Designed for Experience-Driven Development  293 Section Introduction 295 47  Integrated Talent Management and Experience-Based Development  299 Norm Tonina (Grameen Foundation) Selection and On-Boarding  309 48  Identifying and Assessing for Learning Ability  309 Paul Yost and Jillian McLellan (Seattle Pacific University) 49  On-the-Job Development That Starts on Day One  317 Brad Borland (Kelly Services, Inc.) 50  New Leader Assimilation  321 Tanya Boyd (Payless Holdings, Inc.) 51  Virtual On-Boarding  327 Ritesh Daryani (Expedia, Inc.)