Becoming a More Versatile Learner E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B CCL (Center for Creative Leadership)
• Sprache: Englisch

Seitenzahl: 27

Veröffentlichungsjahr: 2011

Beschreibung

Almost all managers regard job experiences and the lessons they provide essential for their development as leaders. But not all of those managers are successful at learning those lessons. That difficulty is often related to a manager 's relying too much on one preferred learning tactic--a tactic that might not be suited for gleaning the lessons of a particular job experience. By increasing the number of learning tactics and becoming a more versatile learner, managers can better position themselves to take advantage of the lessons that job experiences offer and contribute to their leadership development.

Leseprobe

Contents

Introduction

The Four Sets of Learning Tactics

Feeling Tactics

Action Tactics

Thinking Tactics

Accessing-others Tactics

Finding the Baseline

What Are Your Preferred Learning Tactics?

Benefits and Problems with Your Preferred Learning Tactics

Becoming a More Versatile Learner

Get Out of Your Comfort Zone

Expand Your Learning Tactics

Conclusion: Setting a Learning Strategy

Suggested Readings

Background

Key Point Summary

Lead Contributor

Ideas into Action Guidebooks

Aimed at managers and executives who are concerned with their own and others’ development, each guidebook in this series gives specific advice on how to complete a developmental task or solve a leadership problem.

LEAD CONTRIBUTOR Maxine A. Dalton CONTRIBUTORS Kerry BunkerSilvia SwigertMichael A. WakefieldAmy Webb DIRECTOR OF PUBLICATIONS Martin Wilcox EDITOR Marcia Horowitz WRITERS Marcia HorowitzTom KealeyMartin Wilcox TEXT DESIGN AND LAYOUT Joanne Ferguson COVER DESIGN Chris Wilson, 29 & Company CONTRIBUTING ARTIST Laura J. Gibson

Copyright ©1998 Center for Creative Leadership.

All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

CCL No. 402

ISBN-13: 978-1-882197-38-5

ISBN-10: 1-882197-38-0

Center for Creative Leadership

Post Office Box 26300

Greensboro, North CaroLina 27438-6300

336-288-7210

www.ccl.org/publications

pfeiffer.com/go/cclguidebooks

The Ideas into Action Guidebook Series

This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated in the course of more than thirty years of research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, al- though the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today’s leadership and organizational challenges.

The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL’s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide. We think you will find the Ideas Into Action Guidebooks an important addition to your leadership toolkit.

Executive Brief

Almost all managers regard job experiences and the lessons they provide essential for their development as leaders. But not all of those managers are successful at learning those lessons. That difficulty is often related to a manager’s relying too much on one preferred learning tactic—a tactic that might not be suited for gleaning the lessons of a particular job experience. By increasing the number of learning tactics and becoming a more versatile learner, managers can better position themselves to take advantage of the lessons that job experiences offer and contribute to their leadership development

Introduction

Because learning from job experiences is essential for your development as a manager, you should understand three principles of managerial learning: