Thought Leadership Blog

The HRS Thought Leadership Blog delivers validated findings, visionary perspectives and op/ed commentaries related to HR, Leadership, Organizational Development and Employment Law. To enjoy the full volume of available articles, please enter topic keywords in the search box to explore our body of work. Articles are regularly presented by the HRS team and guest experts.


5 Key Rules to Crafting Leader Learning

While most employers tend to finance formal classroom or seminar learning for leaders, substantial opportunity is missed when more targeted and cost-effective methods are overlooked. Embracing our 4th decade of dedicating ourselves to the understanding of cognitive function and the variety of learning methods, we offer the following 5 key rules to success. 


1. Address the 84% who prefer roundtable to classroom learning. 
Learning goals differ among individuals, as do learning styles. Audience adaptation is paramount. While kinesthetic learning outpaces auditory learning more than 2:1, classroom and/or seminar activities are less effective than hands-on and interactive learning. Top academic institutions certainly get this, and they heavily deploy group tasks, case studies and hands-on assignments as key training methodology. Classroom is the set-up to learning, but most will forget the “talking head approach” unless follow-up kinesthetic training is meaningfully deployed. 

Kinesthetic learning is preferred by most, and it consists of do-it-yourself or tactile activity. Interactive Q&A done well can address this learning style. Visual learning is the next preferred, consisting of videos, observation, pictures and graphics. Auditory learning is the least preferred learning style, consisting of lecture, listened instruction and/or audio-training. When learning style is unknown, kinesthetic or combination methods are best deployed as a default.


2. If the message isn’t delivered 3 times, don’t bother delivering it at all.
The average human mind must receive a message 3 times before long term memory is invoked. Long term memory is defined as only 20+ minutes’ duration. While we all know exceptional learners who can receive instruction once and simply get it, these learners have likely learned their own trilogy memorization techniques, such as visualization, note taking, rehearsal, role playing or others. 

Trilogy training curriculum must be deployed at least two-fold. Not only do we repeat any message 3+ times to our immediate leader learning participants, but we must also help them execute trilogy training with those they then train. All leader learning should not only consider the knowledge transfer to immediately trained leaders, but also a “train-the-trainer” approach. 


3. Preserve pride and safe harbor while training leaders.
One of the biggest mistakes is internal training of leaders where hierarchy is present in the room. Seasoned leaders, especially, shut down critical questions when either their supervisors or those whom they supervise are present. In doing so, learning assessment and learning itself both suffer dramatically. While building trust between supervisor peers requires careful protocol from the experts, a relaxed mind accelerates learning and builds supervisor teamwork in a support system beneficial well beyond the immediate training exercises. 

“Old school” leadership training started and ended with salesmanship training. While more than 16 effective leadership styles are profiled, a leader can only lead to the extent subordinates are willing to follow. Beyond salesmanship, therefore, substance is more important than ever. Supervisors who are transparently incorrect will lose team confidence fast. In many environments, new hires may have received more leadership training than those to whom they report. In many cases, either the talented new hire then resigns or is forced out by implying an ability to advance past the supervisor. Experts address these topics through “safe harbor” methodology.


4. When choosing a trainer, embrace that speaker and facilitator skills are reverse-correlated.
Unless a panel discussion, the act of speaking in front of hundreds or thousands most often requires an ability to disconnect from the audience and rehearse a scripted presentation. Some speakers are more of entertainers than subject masters, and while humor is engaging and promotes auditory and possibly visual learning, Q&A may suffer. These presenters most definitely have their effective place in the schemata of combination method training; however, be careful when choosing them for a rapport-building coaching role. Very few can effectively transition between the two. 

For roundtable methodology, choose a facilitator who is a subject master and assessor who can meaningfully answer unanticipated questions and tailor curriculum to learning needs. Ensure that meeting skills and Gestalt protocol are simultaneously trained as not only immediate training enhancements but also to ensure company-wide meeting effectiveness improves as well. 


5. Market leadership training as not only necessary but also an employee benefit.
The benefit component is easier to market when a third party trainer is brought in. However, every investment into the team is in fact a benefit to be boasted. Effective leadership training creates transformational leaders and improves career path and success rate for all trained and all reporting to the properly trained leaders. CEOs, newly promoted team leads, or anyone in between should find improved time management, job satisfaction and job success through effective leadership training. 

Beyond these 5 key rules, leaders need regular refreshers and self-forgiveness in re-grounding to the basics. While leadership training needs to help leaders advance, leadership training for many needs to remind leaders of the rote redundancy which the intelligent mind would prefer to move past. Adaptation is critical. Employment law, motivation, corrective action, personality styles, six-hat thinking, appreciative inquiry, situational leadership and so many more topics are integral to leadership training, yet missed by many “cookie cutter” trainers. Do not settle for less than the best!




A learning styles survey is available at AskHRS.com/learningsurvey09

As experts in Organizational Development, Employment Law and HR, HRS empowers business owners and C-suite leaders with fiscally savvy performance management solutions, custom to each unique employer. Leadership training and assessment are delivered onsite for our employer clients. Headquartered in Brookfield WI, HRS offers locations in Washington DC and Scottsdale AZ plus national satellites. 



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Jessica Ollenburg - Wednesday, June 10, 2015