1 Unlocking Leadership ABLE Learning Model

2 Emotions and Learning We need to engage emotions Mixed Emotions

3 Passive Reception Active Learning Directives, Presentations, lectures Rules of thumb Stories with a moral Socratic questioning Guided practice Guided observation Guided problem solving Guided experimentation Social Person-centred Active Learning There is better transfer of knowledge through active, guided and experiential learning from deep smarts. Leonard, D. and Swap W. (2004) Deep Smarts Harvard Business Review, September Issue: Edited version Emotionally engaging

4 Executive learning Arrow old way Circuit more recent way Dance revolutionary way To paraphrase George Bernard Shaw’s Pygmallion, “Take care to get what you like or you will be forced to like what you get.”

5 How we learn -how the brain works Neo-Cortex (Higher Order Thinking Skills) Limbic System (Emotions & Long Term Memory) Brainstem (Reptilian) (Fight, Flight or Freeze) Magnetic Resonance Image (MRI) Cerebellum (Embedded Learning/Habits)

6 How we learn - learning styles KinestheticDo45% Visual See30% AuditoryHear25%

7 How we learn -understanding information 93% of understanding comes from body language and expression Albert Mehrabian

8 Unlocking Leadership eLearning Hub eSessions Podcasts Vodcasts Learning Log Web Links Self-assessment In-Company Resources Good Practice Guides Community of Practice eMentoring 360 Degree Feedback

9 How we learn -information retention 20% of what they Read 30% of what they Hear 40% of what they See 50% of what they Say 60% of what they Do 90% of what they See, Hear, Say and Do On average people remember:- Rose,C. and Nicholl. MJ (1997) Accelerated Learning for the 21 st Century

10 How are we motivated to learn? Starting to learn Personal growth and achievement Job requirements Recognition Reward Sticking at learning Directed Challenging Emotionally engaging Relevant (context) Useful (content)

11 UK Global Comparisons Leadership Forecast : Best practices for tomorrow’s global leaders, CIPD and Development Dimensions International, November 2005 How we transfer learning into practice - leadership learning mismatch

12 How we transfer learning into practice Organisational Readiness Senior management Line manager involvement engage before, during and after enable and resource empower people to experiment, innovate and practice Facilitator ParticipantLine Manager

13 Sustained Performance Sustained Leadership The Tipping Point Senior Managers How we transfer learning into practice - getting results from learning Line Manager Individual Sustained Satisfaction

14 How we transfer learning into practice - the learning to practice cycle Knowledge Interaction Reflect Practice Challenge Context

15 How we transfer learning into practice - emotional engagement Positive Emotions Surprise Confusion Anger Disappointment Fear Frustration Anticipation Curiosity Determination Hope Confidence Satisfaction Negative Emotions Knowledge Interaction Reflect Practice Challenge Context

16 ABLE Learning Model Emotionally engaging ABLE Learning Model Accelerated Person-centred Practice-based Future-oriented Social Blended