Hyperbolic Change in 2020

2020 has been the biggest collective learning moment in perhaps human history. It’s akin to studying for an exam without knowing when or if a test will be given, and the curriculum changes almost every day. Our only choice is to learn everything we can. A great example of bold leadership and direction follows. 

We have made more major decisions in the past 90 days for our organization than in the last 10 years. Most will be right; some will miss the mark, but all have been thoughtful. Sometimes things that transpire (both good and bad), inspire. We have harnessed the power of the moment to propel us forward. ----  Paula Schneider, President & CEO of Susan G. Komen

Learning is crucial all the time and is essential in this time. The No. 1 predictor of success is the ability to think and act on your feet at a moment's notice — #pivot #agility 

 

Top leadership taps the genius and agility of the collective to navigate beyond the, as yet, unknown.

  • Failing fast, learning faster. Today, people need to learn in a new way, and those of us that choose to lead, which is all of us in one or more areas of our lives, must have a new curriculum. 

  • Achievements fade. Progress inspires. Learning endures. Only one letter separates can from can’t—and learning bridges that gap. The distance between any company and its competitors is not absolute; it’s relative. If leaders want to transform their organizations, they must first transform themselves through learning.

  • The learning leader. It starts with the leader—but it’s not about the leader. To elevate themselves and their organizations, leaders must learn—always. That attitude is the difference between being a learn-it-all and a know-it-all. Learning leaders ask themselves: Why did I react that way? What could I have done differently? What are some key experiences that have impacted my leadership? What did I learn from those experiences? Do I acknowledge when I don’t know something? Self-awareness and honesty go hand in hand—and without them you probably won’t learn.

  • The 70-20-10 formula. The most impactful learning always comes from experiences and from others—as we know from the 70-20-10 rule of thumb: 70 percent of what people learn is from experiences on the job; 20 percent is learned from other people. The remaining 10 percent comes from formal training. Given this proportion, it’s clear that we must all be more self-aware, mentally agile, people agile, change agile, and strategically agile. At the same time, people who are learning agile know they can’t do it all on their own. They focus their best energy on the two groups that matter the most—employees and customers. That’s the first step in creating a learning culture.

  • “Do as I say, not as I do.” Today, leaders must have a say/do ratio of 1-to-1. Invariably, that means acknowledging our mistakes and allowing others to help shape the journey. It's how growth happens. When people surround themselves with others who challenge them, they will get better. It’s like in sports and being up against better players. At first, you lose, but in time you play at a higher level. We all need to elevate—stretch, grow, and expand, NOW. The best teachers are our experiences. With shared experiences, indeed, we help others learn it all.

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