'We know that effective adult learning is learning by doing': CPO
Leadership development is frequently discussed by employers — but what does it actually entail?
For some companies, it is an external short course at a recognised tertiary institution where it’s hoped that learned theories can be practically implemented.
Other businesses establish their own internal training and leadership development through the appointment of mentors, focused learning and on the job practicality.
While training programs are critical for effective compliance training and some operational procedural training, the majority of leadership development is not about training or formal programs, according to Helen Jackson, Australian Retirement Trust, chief people officer.
“We know that effective adult learning is learning by doing, which is experiential learning and learning from others. It’s also about role modelling culture and behaviours top-down. Setting up ways of working to reinforce continual learning and development will continue to be a focus.”
Iterative learning through reflection and continuous improvement is important, she said, and coaching skills are part of a leadership toolkit.
“Learning by doing and learning from others enables new habits to ‘stick’ when we combine this with the concept of authentic two-way conversations; opportunities to remind and redirect behaviours and expectations when we fall back on old habits.”
‘Enhancing, cultivating skills’
“Leadership development is about enhancing and cultivating the skills, qualities, and competencies necessary for effective leadership,” Corinne Buttler, Aruma, general manager of learning and capability, said.
“It involves a systematic and intentional approach to developing individuals into capable and inspiring leaders.”
At Aruma, they have a 70:20:10 principle, meaning 70% experience-based learning, 20% social learning and 10% structured learning. They also have mapped our three leadership programs - emerging leaders, leader as coach, and LEAD - to a Certificate IV in Leadership and Management.
Mentoring to develop leaders
Mentoring is another important component of developing leaders.
“As a person that has had mentors throughout my career and have always mentored others, I believe that mentoring is a powerful tool for leadership development,” Dr Zivit Inbar, founder and CEO of DifferenThinking, said.
Mentoring offers personalised support, helps mentees develop critical skills, and offers opportunities for reflection and learning from the mentor's experiences, she said.
“It can complement other leadership development initiatives by providing a supportive environment for mentees to navigate challenges, gain insights, and develop their leadership capabilities.”
Plus, mentoring relationships can be developed inside the organisation and outside professional networks, Zivit said.
“It is often adventurous to have both internal and external support and views.”
Leadership development comes in many forms
While certain people in organisations have formal titles that convey leadership positions – CEO, CFO, COO – the reality is that all organisations need employees to show leadership on a daily basis.
“Leadership is not a position, it’s the actions we take,” Zivit said. “One can be a leader without a formal title and there are people in high positions who unfortunately do not demonstrate leadership.”
As a result, leadership development involves identifying and nurturing high-potential employees, providing opportunities for growth and skill-building, fostering a culture of continuous learning, and creating an environment that encourages leadership development at all levels, she said.
“This may include mentorship programs, coaching relationships, job rotations, shadowing, cross-functional projects, and access to resources and tools that support leadership development.”
Additionally, organisations should establish clear expectations, provide feedback, and offer opportunities for leaders to reflect on their experiences and learn from them, Zivit said.
