training methods have proven quite successful in building practical, necessary
management skills. Managing
transactions, handling details and paperwork and knowing the necessary detailed
information to execute specific tasks are topics that are trained well in
classroom or book-learning environments.
Even while adult learning theories have explained the need for engagement
during training, the details necessary to be successful managers are still best
taught by rote. That does not, however,
prove true for specialized training topics such as leadership.
between the two types of learning lies in the impact either has on people. Management skills primarily impact the bottom
line. Leadership skills impact both the
bottom line and the people in the organization.
Training someone to lead others requires reaching deep into the core of
his being, awakening a sense of self-awareness, breaking negative habits and
perceptions, and rebuilding new behaviors that positively impact others around
him. To truly affect that kind of
change, learning in a classroom environment simply won’t cut it.
Kolb’s definition of experiential learning in 1984, has supported the efficacy
of removing people from their professional environments, immersing them into
experiences, and tying the decisions they make to lessons necessary in
professional practice. Training from an
experiential perspective provides learners the ability to break free of old
habits, acknowledge the difference between what they perceive to be reality and
what really occurred, and build new behaviors that align with the curriculum
transformational leadership training for example. Approaching something that relies heavily on
a person’s passionate vision for the future and then translating that into the
ability to motivate others, innovate solutions and consider individual
diversity is best done from an immersed training environment. For example, you can immerse leaders into
entirely new cultures, permitting them open access to people they are
absolutely unfamiliar with and granting them the ability to experience the
differences between the groups first-hand.
The lessons they take away include such things as communicating across
cultures, considering alternative perspectives in decision-making, and
unlocking diverse talents inherent in other cultures. Each of these abilities is a key component of
transformational leadership effectiveness on the job.
employees training shows them that you are investing in their professional
runways. Providing your positive
deviants – those employees who, when given the same resources as their peers,
consistently out-perform their cohort by positively deviating from the status
quo – with immersive transformational leadership training in an experiential
learning environment shows them that you are serious about building an internal
legacy of leadership…and that they are indeed a part of it.
RD Kosor is veteran small business owner and PhD
candidate who specializes in transformational leadership, developing positive psychological
capital, and the identification of positive deviants. She can be reached at firstname.lastname@example.org.