Why Learning for Leadership is Failing in the Modern World of Distributed Work

In today's rapidly evolving business landscape, traditional approaches to leadership development are struggling to keep pace, particularly in the context of distributed work. While the 70:20:10 learning model has long been a cornerstone of effective leadership training, the shift towards remote and hybrid work environments has disrupted the delicate balance of experiential, social, and formal learning. The 20% social learning component is facing significant challenges, impeding the growth of new leaders. This article explores why intentionality in in-person activities is essential to bridge this gap.

The Challenge of Social Learning in a Distributed World

Social learning, which encompasses activities like peer learning, and collaborative projects, is vital for developing the interpersonal and communication skills essential for leadership. However, in a distributed work environment, new leaders encounter several hurdles that hinder their ability to thrive in this stage.

1. Interpersonal Skills: Building and maintaining positive relationships has become more challenging with the need for face-to-face interactions. Virtual meetings often fail to capture the nuances of in-person communication, leading to weaker connections and less effective interpersonal interactions.

2. Communication: The shift to digital communication tools has its advantages, but it also brings significant drawbacks. Miscommunications are more common, and the richness of face-to-face discussions is lost. New leaders sometimes struggle to articulate their thoughts clearly and engage meaningfully in conversations, which diminishes their learning opportunities.

3. Collaboration: Effective teamwork relies heavily on spontaneous interactions and the ease of walking over to a colleague's desk for a quick chat. In a distributed work setting, collaboration becomes a scheduled activity, stripping away the organic nature of knowledge-sharing and problem-solving that new leaders need to learn from their peers.

4. Feedback Reception and Delivery: Constructive feedback is a cornerstone of social learning. Yet, delivering and receiving feedback virtually can feel impersonal and less impactful. New leaders need to take advantage of the immediate, face-to-face feedback that helps them adjust and improve rapidly.

Bridging the Gap: The Importance of In-Person Activities

To address these challenges, organisations must adopt intentional strategies to restore the visibility and impact of in-person activities.

Here are some practical approaches:

1. On-Site Feedback Sessions: Conduct feedback sessions in person whenever possible. The immediacy and personal touch of face-to-face feedback help new leaders adjust and improve more effectively.

2. Team On Site: Organise team on-site meetings to facilitate collaboration and peer learning. These events provide opportunities for spontaneous interactions and organic knowledge sharing, which are essential for effective teamwork.

3. Networking Events: Host in-person networking events and mixers. These gatherings allow new leaders to establish and nurture professional connections in a more authentic and impactful manner.

4. Workshops and Seminars: Encourage participation in in-person workshops and seminars. These settings promote active engagement, discussions, and hands-on learning, enhancing the overall training experience with people from other teams.

Conclusion

The shift towards distributed work presents unique challenges for leadership development, particularly in the realm of social learning. However, with intentional strategies focused on in-person activities, organisations can help new leaders overcome these obstacles.

Let's embrace the change and innovate our approach to leadership development, ensuring that learning for leadership remains effective, even in a distributed world.

*About the Author: Allan Ryan is the founder of the Hargraves Institute and has many years of experience working with high-performing leaders and teams. With a passion for innovation and collaboration, Allan helps organisations navigate the complexities of modern work environments to cultivate effective leaders.