Last fall at a conference, I had the chance to sit in on a session facilitated by Kirk Kramer of the Bridgespan Group. During the session, Kirk shared a framework for developing organizational leaders laid out in a recent report written by he and his colleague Preeta Nayak entitled, What’s Your “Plan A” for Growing Future Leaders? If you haven’t had the chance to read the report yet, I highly recommend. It does a solid job of drawing the link between leadership development throughout an organization (especially younger leaders) and the growth and sustainability of any organization. It also couples this development with other key planning processes like budgeting and strategic planning. So Plan A pulls what is often seen as peripheral or an afterthought for most organizations into the center, encourages organizations to be proactive about this process, and (best yet) offers a step by step process for building an organizational culture that supports development. (Who doesn’t love step-by-step?)
Okay back to that conference…
Kirk shared during his session that Bridgespan’s Plan A framework had its roots in the Center for Creative Leadership’s “70-20-10” model. This model, based on extensive research, sets 70 percent on-the-job learning, 20 percent coaching and mentoring, and 10 percent formal training as the optimal mix for adult learning and development.
While I was quite familiar with the Center for Creative Leadership, before Kirk’s session, I had never heard of the 70-20-10 model, but found that it aligned almost exactly with YNPN’s “Pillars of Leadership Development” – four key areas that have our members have identified over YNPN’s 15 years as most valuable to their own leadership development.
The missing link from the 70-20-10 model, however, that so many of our members site as essential to their own growth is “access to a networks.” As I travel the country meeting with members, I hear time and again that skills-based trainings provided by organizations like ours, coaching and mentoring (which chapters are increasingly offering), and a place to apply those skills via “stretch” opportunities on the job or even board service are important pieces of their work to grow as effective change agents. But YNPNers cite just as equally the importance of being able to have these experiences in community and to access and discover new opportunities via the network.
So as giants in the field of sector research and leadership development continue to refine these models for building stronger leaders and more effective organizations for addressing society’s most pressing problems, it is important not to overlook the critical importance of networks. Next generation leaders know that individual and even organizational development falls short without connection and collaboration.