Make Learning Stick: Best Practices to Get the most out of Leadership Devlopment

Abstract

"Are you taking a closer look at “learning transfer”? Are you wondering how to make sure the lessons taught through your leadership training and development efforts stick weeks, months, or years later? As a professional interested in learning and development, you may be in a position to acknowledge and help overcome the challenges to learning in your organizations. You are likely in a position to influence supervisors and executives, as well as potential participants, in leadership development efforts. You may also have a role in creating and supporting a learning environment. With a better understanding of learning transfer, you can help your organization realize multiple benefits, including bigger impact from developmental experiences, more effective leaders, and a stronger organizational ability to learn and adapt. Read on to learn CCL’s perspective on and best practices for learning transfer for leadership development. We share a framework—and specific tactics—that we use in designing leadership development solutions. With this information, you can begin to help leaders and your organization overcome challenges to learning transfer—and earn greater benefit from leadership development investments."

Breaking the ice: educator leaders' entré into equity and inclusion leadership in a rural high school

“…The practice, consequently, supports the development of listening, influencing, adapting, scanning, inviting, and reflecting (De Meyer, 2011). This study further supported leadership learning research which points to the lack of practice opportunities as a cause to the lack of implementation of new learning (Reinhold et al, 2015). Within the action step, along with learner-centered adult learning, leadership learning, there were opportunities to practice within a small group or pair, and with the large group.…”

“…Learning, particularly in adult professional development, is advocated to be in control of the learner and to include active learning, practice, reflection, modeling, and respecting diverse ways of learning (King et al, 2010). These aspects of learning align well with the research on diversity education (Dobbin & Kalev, 2018;King et al, 2010), adult social justice learning (Drago-Severson & Blum-DeStefano, 2017), leadership development (Petrie, 2011(Petrie, , 2014Reinhold et al, 2015), and leadership development for equity and inclusion (Darling-Hammond et al, 2007). A critical component of learner-centered pedagogy is relevancy.…”

“…The cycle two action plan was designed to build a space for educator leaders' risktaking, the building of a learning network, and trust among educator leaders. The action step included a two-session workshop, two hours each, designed around adult leadership development practices (Reinhold et al, 2015), adult social justice development knowledge (Drago-Severson & Blum-DeStefano, 2017), diversity training and education (Bezrukova et al, 2012), and the foundational elements of intergroup dialogue (Gurin et al, 2013) Cycle two data collection included a pre-participation questionnaire, post-action step evaluation, interviews, fieldnotes, and member checks. Pre-coding, along with elemental, provisional, and holistic coding processes, were used to reveal emerging themes and to assess if and in what way cycle one themes continued in cycle two (Miles et al, 2019).…”

The future is here: A benchmark study of digitally enabled assessment and development tools.

“…Analyzing human behavior once required a significant investment of time and energy from human raters. Leveraging machine learning and AI to do the work of gathering, analyzing, and interpreting the massive amounts of data generated by individual leaders leaves those leaders free to focus on the Digitally enabled assessment and development tools also help us solve the age-old "stickiness problem" in leader development (Reinhold et al, 2015). Often leaders attend training and leave excited to try out new skills to catalyze their leadership performance on the job.…”

“…Digitally enabled assessment and development tools also help us solve the age-old “stickiness problem” in leader development (Reinhold et al, 2015). Often leaders attend training and leave excited to try out new skills to catalyze their leadership performance on the job.…”