Talking Development: On the job opportunities
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The training world is awash with the now famous “70/20/10” model of learning. Originating from research done by the Centre for Creative Leadership, the model has become a key element of thinking for Learning & Development teams across the world.
So, what is 70/20/10?
The actual research asked 200 successful executives to reflect on how they had learned during their career, and concluded:
The 70/20/10 model has its detractors, who argue that it’s too neat with evenly rounded numbers and that there is a lack of solid research behind it. But we’ve found that the principle, if not the exact math, rings true.
Our frustration is that the 70% is often misunderstood. We regularly hear people saying that the 70% is about training set up in the workplace – like observing or shadowing. In fact, people learn fastest when they have to – when they pick up a challenging assignment or responsibility where they are thrown in at the deep end! They find themselves faced with a tough situation where they have little choice but to learn or end up looking really foolish. Indeed there is evidence that one of the behaviours typical of people with very successful careers is that they make a habit of volunteering for these challenges. They learn far faster because of this, and gain confidence that they can succeed even where they don’t at first see the way forward.
The question is, how can you harness the power of challenging assignments for your team members?
Giving people appropriate challenges is probably one of the best ways that you can develop them. Find a work responsibility with hard deadlines that really will motivate them and push them forward in their career – the pressure of rising to a challenge, not just workload pressure. Get them to drive their learning, but be there in support. If you can create early success, it will increase their confidence in taking on bigger challenges.
So, what is 70/20/10?
The actual research asked 200 successful executives to reflect on how they had learned during their career, and concluded:
- 70% of learning comes from being given challenging assignments;
- 20% comes from learning from a developmental relationship – helped by bosses, coaches and mentors; and
- 10% comes from training and coursework.
The 70/20/10 model has its detractors, who argue that it’s too neat with evenly rounded numbers and that there is a lack of solid research behind it. But we’ve found that the principle, if not the exact math, rings true.
Our frustration is that the 70% is often misunderstood. We regularly hear people saying that the 70% is about training set up in the workplace – like observing or shadowing. In fact, people learn fastest when they have to – when they pick up a challenging assignment or responsibility where they are thrown in at the deep end! They find themselves faced with a tough situation where they have little choice but to learn or end up looking really foolish. Indeed there is evidence that one of the behaviours typical of people with very successful careers is that they make a habit of volunteering for these challenges. They learn far faster because of this, and gain confidence that they can succeed even where they don’t at first see the way forward.
The question is, how can you harness the power of challenging assignments for your team members?
- Identify the right level of challenge
It’s not fair to let people crash and burn because they were given too much stretching development that they either didn’t want or were not ready for. So find out from your team member what level of stretch they are up for. Some people will find even small amounts of uncertainty worrying, and need incremental steps to build their confidence. Others will have an appetite for huge stretches.
In each case, you want to set the level of challenge so that they are stretched, but are likely to succeed if they apply themselves. If they surprise you by handling it quickly and well, and seem energised by it – extend the level of stretch the next time. Remember that you are quite likely to be managing some people who have a greater appetite for stretch than you yourself do! Once they have proven their capacity and judgment – don’t hold them back! - Balance challenge and support
Some managers give a piece of challenging work, then abdicate responsibility for it and offer no support. Make sure that big challenges are accompanied by focused support. Sometimes you just need to be the final safety net – “Run your ideas and plans past me before carrying them out”. But mostly you’ll need to offer support on an ongoing basis – possibly a daily or weekly listen and review. You can also point them in the direction of people who can help them with advice or experience. - Create deadlines
Sometimes even challenging development is not challenging because it can be put off. Even the easiest challenges become hard when there’s an immovable deadline in place. Learning to give presentations by taking opportunities to present at team meetings is low risk. It becomes a lot more exciting if the person knows that at the end of the month, they are going to be presenting to their Divisional Director!
Giving people appropriate challenges is probably one of the best ways that you can develop them. Find a work responsibility with hard deadlines that really will motivate them and push them forward in their career – the pressure of rising to a challenge, not just workload pressure. Get them to drive their learning, but be there in support. If you can create early success, it will increase their confidence in taking on bigger challenges.