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workshops tailored to improving the quality of their relationships and leadership.
But these efforts are now designed in a systematic manner to help top leaders
learn to reflect regularly; to make better decisions in a more self-aware, deliberate
way; and to catalyze the growth of the rest of the enterprise.
For example, each formal leader might be assigned to run weeklong
training sessions, as is done at Danaher, with the idea of passing on each
leader’s perspective and skill. This is developmental for the leaders as well as
the employees; in preparing and delivering the courses, they have to codify and
articulate their views, and in the sessions, they gain a better understanding of
the company’s challenges and prospects. Top leaders who have conflicts with one
another can be assigned to teach together, so that they can model the kinds of
candid, collaborative behaviors that are most effective.
Some LX sessions can be vehicles for addressing difficult real-world choices
in more considered ways. Old initiatives may be shut down; new capabilities may
be built up. This thoughtful approach makes it more effective to raise questions
about intention: Are we making this decision for reasons of expedience — for
example, to resolve a complaint, comply with a new rule, or give someone what
they want — or are we trying to move the company in a more strategic direction?
Through a well-designed LX program, a company can build a sustained
capability for its leaders as catalysts for change. Leadership experience thus
becomes a force multiplier for other forms of experience. Employees pay far more
attention when they’re learning from the leaders of their firm than when they are
learning from professional trainers or consultants. Moreover, the leaders become
Through a well-designed LX program,
a company can build a sustained capability
for its leaders as catalysts for change.
Leadership experience thus becomes a force
multiplier for other forms of experience.