Experiences alone do not add or detract from the process of developing a leader. What that leader does with the experiences determines how he benefits and develops from those experiences. Experiential learning theorists believe that the most effective way to grow from experience is to use the Action-Observation-Reflection (AOR) Model. The growth of the AOR Model only occurs when one observes their actions and reflects on the consequences of those actions (Hughes, Ginnett, Curphy, 2012, p.47).
Another way that leaders develop from experience is through feedback. Getting constructive feedback is not necessarily an easy task. According to Hughes, Ginnett and Curphy, you must convince others that they can approach you without fear of retaliation and that you really want their opinion (Hughes, Ginnett, Curphy, 2012, p.95). When choosing an appropriate method of obtaining feedback, you can consider the size of the group, the level of trust within the group, and the relationship between the manager and the subordinates.
Leaders can also look for opportunities outside of their comfort zones, what Hughes, Ginnett and Curphy call the 10 percent stretch. This is where leaders deliberately volunteer for tasks they wouldn’t normally do. Three main benefits result from stretching: It decreases the fear of trying new things; you acquire new skills; and subordinates are inspired to see a leader willing to learn on the job. Show humility and value effort and risk taking (Hughes, Ginnett, Curphy, 2012, p.95).
When leaders recognize that they can learn something from everyone, whether it’s by asking questions or simply observing how others handle particular situations, they open up a reservoir of opportunities from which to learn. For example, a person who has been doing a simple task for several years has probably learned some valuable shortcuts or mistakes that he should avoid.
Journaling from experiences can be of tremendous value for leadership development. Reading journal entries can help you view an experience objectively. Instead of looking at the experience as a participant, you can see things from the outside in, giving you a totally different perspective. Journaling also allows you to go back and see how your thinking evolved to where it is today. If your thoughts took an illogical turn, you can see that turn in your journals. It also acts as a repository for your ideas and successes that may be valuable in your future (Hughes, Ginnett, Curphy, 2012, p.96).
Leadership development can actually start in the role of a follower. Leadership is influence, and followers can build influence among their peers by serving on committees and working with others on projects. These are equally great opportunities to develop technical skills, such as budgeting and planning. Having a positive influence among your peers and increasing technical competence puts you in a favorable position with your superiors, which can lead to promotion, especially since that positive influence can be galvanized by superiors for the benefit of the entire organization.
The development of technical and leadership skills must be an ongoing process, where the professional has knowledge of what development needs are most important to the achievement of their objectives and a plan to achieve those needs. This ongoing process is facilitated through development planning, which begins with a GAPS analysis, which identifies and prioritizes development needs. The second part of development planning is a six-step plan that describes how you will get to your final destination (Hughes, Ginnett, Curphy, 2012, p.110,111).
References
Hughes, R.L., Ginnett, R.C., Curphy, G.J. (2012). Leadership enhancing the lessons of the seventh edition experience. McGraw-Hill/Irwin. New York, NY.
