Please join us and our guests Anand Chandrasekar and Meena Wilson. Sponsored by Labs@CCL. Meena and Anand will update us with best practices and the latest developments in using Experience Explorer. More on EE at www.ccl.org/Experience . EE is based on the CCL Lessons of Experience research. Experience Explorer™ equips a facilitator with a simple, energizing tool to help managers explore their most memorable workplace experiences and what they learned about leadership from those experiences. This tool is based on proven research and offers the opportunity to accelerate leadership development – enhancing leaders’ ability to learn from experience at all levels. Experience Explorer™ is much more than a personal inventory of experiences and lessons. It emphasizes the specific types of experiences and dimensions of lessons identified by CCL research as common to leading in organizations. A coach or consultant facilitating Experience Explorer with multiple leaders or a classroom instructor facilitating an educational session will need to provide each leader or student with a personal card deck.
Slide intent: Make two-fold objective explicit – to add to their toolkit (for example by using with their direct reports) and to invite them to think through how to create a learning culture in their own organizations.
SAY:
This session has a two-fold aim.
To offer you a research based tool that you can use with your clients
To invite you to think about what a learning organization would look like, and how a learning organization can be co-created.
Any questions?
Move to front ….. after your Run with Robert activity … here we have gone beyond the demo to a discussion of the art of putting together a CCL solution
Definitions
Bosses & superiors
Leader/s who are one or more levels above the manager and become a positive or negative role model, catalyst, coach, or teacher.
Turnaround/fix-it
Fixing a failing or underperforming business operation; or implementing an organizational culture change. These troublesome assignments can arouse turbulent thoughts and feelings that have to be managed to meet the twin goals of improving productivity and profitability.
Increase in job scope
An increase in budget, number of people to manage, access to resources, and complexity of tasks; typically raises the manager’s responsibilities and visibility and involves a promotion.
Horizontal move
Transition or rotation to another function, business unit, organization, or industry sector; may not involve a promotion but calls for acquiring new expertise. Horizontal moves stimulate managers to experience different work and work cultures. These moves can be initiated by the organization or an individual.
New initiative
Opportunity to develop or launch new products and services, adopt new technologies, craft a new policy or process, build a plant or unit from scratch, develop a new market, embark on a new line of business, or create a new business entity.
Definitions
Bosses & superiors
Leader/s who are one or more levels above the manager and become a positive or negative role model, catalyst, coach, or teacher.
Turnaround/fix-it
Fixing a failing or underperforming business operation; or implementing an organizational culture change. These troublesome assignments can arouse turbulent thoughts and feelings that have to be managed to meet the twin goals of improving productivity and profitability.
Increase in job scope
An increase in budget, number of people to manage, access to resources, and complexity of tasks; typically raises the manager’s responsibilities and visibility and involves a promotion.
Horizontal move
Transition or rotation to another function, business unit, organization, or industry sector; may not involve a promotion but calls for acquiring new expertise. Horizontal moves stimulate managers to experience different work and work cultures. These moves can be initiated by the organization or an individual.
New initiative
Opportunity to develop or launch new products and services, adopt new technologies, craft a new policy or process, build a plant or unit from scratch, develop a new market, embark on a new line of business, or create a new business entity.
Slide intent: Managers who want to become leaders must master three worlds – the world of work, the world of people, and the world of inner self.
SAY:
To make a contribution to our organization, we have to be successful in the world of work. World of work competencies are taught in MBA programs in business schools and in executive education programs. But mastering lessons in the world of work – is not enough to be an effective leader.
RECOMMENDATION FOR FACILITATOR:
Ask 3 or 4 participants who selected cards with an ‘W’ symbol to call out their WORLD OF WORK lessons. This will give others a chance to hear examples of WORK lessons. Help participants to talk about what lessons they are learning in the world of work and why those lessons are important?
[SLIDE INTENT: ] Participants link the TWO Experience cards they have selected to the symbols on this slide – based on the symbols on the lower right corner of their slide. This is also the point at which you can handout the 15 Experience Definitions.
Slide intent: Managers who want to become leaders must master three worlds – the world of work, the world of people, and the world of inner self.
SAY:
To make a contribution to our organization, we have to be successful in the world of work. World of work competencies are taught in MBA programs in business schools and in executive education programs. But mastering lessons in the world of work – is not enough to be an effective leader.
RECOMMENDATION FOR FACILITATOR:
Ask 3 or 4 participants who selected cards with an ‘W’ symbol to call out their WORLD OF WORK lessons. This will give others a chance to hear examples of WORK lessons. Help participants to talk about what lessons they are learning in the world of work and why those lessons are important?
[SLIDE INTENT:] Summarize: What do we mean by experience? And what do we mean by Lesson (in Leadership)? Participants like the specificity of this slide.
[READ]
We have been playing with EXPERIENCE cards and LESSON cards.
Experiences are MEMORABLE events (such as the events that you were talking about earlier--with your partner) that shape who you are as a leader and manager (or influence a person’s approach to leading and managing)
Lessons are SHIFTS in …… knowledge, skill level, attitudes, behavior, values.
If a shift does not occur, a lesson has not been learned.
NOTE FOR FACILITATORS:
Participants like the specificity of this slide.