The Leadership Knowing-Doing Gap?

In terms of learning and leadership development we must ask ourselves about how we impact on the world around us. It is nice to give people experience but the end of it all, what matters, is how they are using it for organizations effectiveness as the organization has invested large amounts of money to deploy these expensive systems.

Many companies are taking people through the journey of change, from business now to business in the future. Leadership has a context it is not just one model, if you look at the different levels, and what they specifically need to deliver business is often very different.

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Pace of change is very important, in volatile and ambiguous world, some organizations go through complete revolutionary change some organization go for step by step change. But at every single level in the business the alignment of people to the process is extremely important it actually enables you to fill the knowing-doing gap. Its about getting people engaged, committed and make a difference in the business they are working with/for.

There are different types of organizational culture, organizations that face internal competition as well as external competition have the same situation as today, yesterday or tomorrow and have the added value of leadership and genius in the boardroom. Other type of organizational culture where there is external competition and internal collaboration, this is an organization where innovation is required, it is high on strategic objectives and is process driven. The third kind of organizational culture is where there is external partnership and internal collaboration, having a lot of cooperation and it is the basic need of HR advocates.

It’s not one gap it’s a number of gaps which run through the organization, the culture, the structure, leadership, teams and individuals that create the gap between knowing something and actually applying it in your work. Such gaps may include:

a)    Strategy and delivery gap

b)    Relevance and applicability gap

c)    Alignment of stakeholder’s gap

d)    Cultural gap

e)    Performance delivery gap

f)     Value gap

4 Ways to Present the Information in Terms of Value
People need to understand that how their behaviors affect different people in different context. The language of business is critical, showing how your investment in people is impacting is important. Its not just about adding value to business but also the people, as investing in people and enabling them to define their own meaning and purpose and aligning those with the business produce more proficient results.

  • Define Strategic Behaviors and goals
  • Describe using 360 where you want to be and where you are now
  • Once done you need to design and turbo boost the programs to deliver those behaviors
  • Lastly, you need to Deliver, Embed and Evaluate whether those 16 enablers are having an impact

Some companies really place everything on reactive ‘I want to get it done’ other organizations are more towards standardize and consistent, then there are organizations that are focused and have everything aligned to the business goals and objectives, and some are strategic where they have a matrix kind of structure and employees are engaged, these organizations have a very innovative kind of workforce who are empowered and make a difference.

Enablers to Learning Transfer
A diagnostic of the 16 enablers that ensure that behavioural change is happening enables focus as to whether capability and motivation of the learner or support mechanisms are delivering a change in behaviour or not.  It allows monitoring of initiatives to make sure the desired results are achieved.

So someone is away for training program what they need to have once they come back is the Capability to apply what they learn, the correct Motivation and a Support Mechanism.

identify-high-impact-training-needs

Sometimes there is a problem of credibility with HR, but once they have the data, the actual plans and follow ups become much easier.

Having leading edge interventions that goes beyond design to hit business performance, accelerates the actual impact of learning programmes on business performance, leadership and talent development and ensure that potential is transferred into performance. It aligns HRs’ stakeholders to ensure they are responsible and accountable for increasing performance and assess the adhesion of existing learning programmes and make sure they stick through changes in behaviour.

The enablers help to evaluate what creates and accelerates learning driven performance within the business, highlight the people performance indicators and provide the business language and evidence based data to secure your HR as a business partner and its development budget. Delivering Business strategy implementation through learning intervention with evidence of its added value and ensuring that people have meaning in their work and consider themselves to be empowered achievers are the keys of effective business performance

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