| "body"> | | | | talk to him about - which was only natural since |
| George was seen as an up-and-coming leader in | | | | he had been out-of-pocket for two days. By 9:15 |
| the organization. People the worked for him liked | | | | he was back at his desk, ready to tackle all the |
| and respected him. And those in Senior Leadership | | | | messages - including the 7 new emails that had |
| saw his potential, so he was slated to attend the | | | | come in while he was out. |
| company's leadership development workshop. | | | | By 3:00 he had mostly forgotten about his action |
| George was ecstatic! He loved the organization | | | | plan - he remembered it only when he saw it in |
| and wanted to move up and contribute as much | | | | his briefcase. He took it out and looked at it |
| as he could. He saw this opportunity as a positive | | | | wistfully. He was still committed to working on |
| step in that progression. Plus, he had some | | | | those items, but they would have to wait, the |
| challenges in his job that he hoped he could learn | | | | next project meeting was all day tomorrow. . . |
| how to deal with more successfully. | | | | Reviewing the Situation |
| After he found out he was slated to attend, | | | | Perhaps the situation above sounds familiar to |
| George didn't hear much more about the training | | | | you. What is written up to the "After the |
| until about a week before it began. The email | | | | Workshop" heading looks good situation: a willing |
| gave him all of the details and he was excited all | | | | learner, a well designed workshop, and a person |
| over again. Excited, that is, until he looked at his | | | | leaving excited about his action plan. This story |
| calendar and saw how much he had to do. | | | | might be a bit too rosy - admittedly, not every |
| Because the training meant so much to him, he | | | | one who attends training will be as excited and |
| was determined to be focused while he was | | | | motivated as George, but in the end it doesn't |
| there, so he worked hard to get his projects all | | | | really matter - because a highly motivated person |
| caught up before he left for the workshop. | | | | like George won't get as much from this effort |
| George loved the workshop! The facilitator was | | | | as he could or even wants to. |
| great, the content was helpful, and the food was | | | | Why? |
| even good! He was so motivated by the new | | | | Because while most leadership development |
| ideas and the people he met. He gained in | | | | programs focus on developing a great training |
| confidence as they practiced some of the things | | | | program, that is a small part of the overall |
| they learned. As a part of the program he built an | | | | likelihood of success. You see, training is an event, |
| action plan. He left the two days completely | | | | but learning (including leadership development) is a |
| stoked about what he had learned and how he | | | | process. |
| would be able to apply it. | | | | We don't learn important, complex life skills in brief |
| After the Workshop | | | | instant. In an instant we can get an insight, an aha, |
| George awoke the next morning and reviewed | | | | and an inspiration. In an event we can get ideas, |
| his action plan. He was excited because he knew | | | | approaches, checklists and knowledge. But skills |
| what he would do to be a better leader, starting | | | | come to us over time - not in a one shot, one |
| today. Then, George got back to work. As he | | | | time training course (regardless of how well it is |
| fired up his computer he checked his voice mail. | | | | designed or how awesome the trainer is). Skills |
| 23 messages. | | | | come with practice and application. |
| His heart sank a little. As he listened to the | | | | Leadership development is a process and as long |
| messages, taking notes when needed on his next | | | | as those efforts look like events, the return on |
| steps, he opened up his email and found an even | | | | those investments will never be high. |
| more depressing sight. 91 emails. A quick glance | | | | Much can be written about specific things that can |
| found that there was little fluff there - it wasn't | | | | be done to make the process more effective, |
| 20 serious emails and a bunch of reading or jokes, | | | | but you can start without that list of ideas. |
| it was a solid 91 emails to read, work through, | | | | Reread the story above. Connect it to your |
| reply to and take action on. | | | | situation and then think of two things you can do |
| After getting a cup of coffee, George went to | | | | to make your leadership development process |
| say hello to his team. This took awhile because | | | | (whether for yourself or your organization) be |
| they had questions and things they wanted to | | | | more successful. |