1. UC AMP Statewide Conference April 2019
Great Leaders are Great Learners Donna Salvo Executive Director, Systemwide Talent Management UC Office of the President
UC AMP Statewide Conference
April 2019

2. Okay, it’s that time in the afternoon where everyone starts to yawn and fall asleep. So let’s all get up out of our chairs!
Here’s what we’re going to do:
I want each of you to walk around, and with alternating hands, point to different things in the room and name what they are. For example, with your right hand, you point to a chair and say “chair”, then with your left hand, you point to a piece of paper and say “paper”. Continue walking and pointing to as many unique things as possible with alternating hands until I ask you to stop. Make sense?
30 SECONDS
Okay, let’s stop. Now, I want to continue the exercise, but when you point to an object, give it a name that is NOT what you’re pointing at. For example, with your right hand you point to a chair and you might say “chicken”, then point your left hand to a piece of paper and you might say “water”. Again, you can move around. Got it?
Okay, now I want you to continue pointing at things, but name the thing your pointing to with the name of the previous thing you pointed to. For example, the first time, you point to a chair with your right hand and say nothing. Then with your left hand you point to the ceiling and say “chair”, then you point to a table and say “ceiling”, then point to the floor and say “table”, etc.
Make sense? Let’s try it!

3. ?
How was that for you?
That exercise was a perfect example of how we apply (or don’t apply) our own LEARNING AGILITY – where we take previous experiences, learn from them and apply that learning to new and different circumstances.
And LEARNING AGILITY is becoming more and more critical to leadership success. Great leaders MUST be great learners!

4. Learning Agility
The willingness and ability to learn from experience, and subsequently apply that learning to perform successfully under new or first-time conditions.
Lombardo & Eichinger, 2000
Lombardo & Eichinger were two of the earliest researchers around this topic. They define LEARNING AGILITY as: <click> The willingness and ability to learn from experience, and subsequently apply that learning to perform successfully under new or first-time conditions.
In the exercise, you had to take what you knew how to do – point at an object and name it – and then change your thinking and approach as circumstances changed. And each time you applied your learning to the new circumstance, you became more adept even when it was challenging.

5. Bill gates is quoted as saying that “success today requires the agility and drive to constantly rethink, reinvigorate, react, and reinvent”. And this is just as true in higher education as it is in high tech.

6. Responsive to Feedback READ Ask questions Research Take classes
CURIOUS
Teach classes
Exceptional leaders, make a commitment to being the best learners they can be. <click> They read, research, they ask questions and are curious. They take classes, teach classes, and are responsive to coaching and feedback.

7. ≠
SUCCESS!!
SUCCESS!!
In the past, we predicted that a person’s potential for leadership success was based on previous performance, demonstrated skills and demonstrated abilities. However, the latest research shows that leadership behaviors that are successful in one situation <click> do not necessarily translate into success for the next.
ADD PERSONAL STORY HERE.
Successful leaders show the willingness and ability to learn throughout their careers, if not their entire lives.

8. “It is clear that learning agility is part of any successful leader’s repertoire. The willingness and ability to learn from experience not only influences the extent to which we grow as individuals but also how we are perceived by others. Ultimately, our ability to continuously learn and adapt will determine the extent to which we thrive in today’s turbulent time”.
Mitchinson, A. & Morris, R. PhD. (2012)
Center for Creative Leadership
Researchers at the Center for Creative leadership have learned that, “it is clear than learning agility is part of any successful leader’s repertoire. The willingness and ability to learn from experience not only influences the extent to which we grow as individuals but also how we are perceived by others. Ultimately, our ability to continuously learn and adapt will determine the extent to which we thrive in today’s turbulent time”. As leaders, we have to be willing to GIVE UP skills, perspectives and ideas that are no longer relevant and learn new ones that are.
<click>
Over two years, the Center for Creative Leadership and the Teacher’s College at Columbia University conducted research to study learning agility in more depth. Through their work, they identified four essential facets of learning-agility behavior that are ESSENTIAL to leadership. They also identified one facet that consistently gets in the way of effective leadership. Today, I want to share their work and research findings with you. Hopefully, this information will provide you with additional context about how you can become more learning agile in your leadership practice.

9. Innovating
The first component of learning agility is INNOVATING. This involves questioning the status quo and challenging long-held assumptions with a goal to discover new and unique ways of doing things. To do this well, we have to seek out and have new experiences. These new experiences help us gain perspective and provide an opportunity to grow our knowledge base of understanding.
Learning-agile leaders generate new ideas through their ability to view issues from multiple angles.
WHY IS THIS IMPORTANT?
Have you ever been in meetings where the team, or even the leader, chooses the first solution that comes to mind as opposed to taking the time to consider whether it is truly the best move forward over the long term? This especially happens a lot in high stress environments – not that we experience those in higher education.  However, if you’re willing to consider additional approaches, you may uncover better solutions that may save time and energy – all while bringing new learning to the forefront.

10. 25 Uses
So let’s practice INNOVATING. Get into groups of 8 or 10/At your tables. Do you have your groups identified?
Your group’s goal is to brainstorm and come up with 25 unique and realistic ways to use the following: <click>
A stack of newspapers….when I say “go”, let’s see how many groups can achieve the goal to come up with 25 unique and realistic ways to use a stack of newspapers. Are the instructions clear? You’ll have 2 minutes. GO!
TWO MINUTES
How many groups were able to accomplish the goal?
I imagine those groups who were successful had to let go of typical constructs and encourage everyone to contribute ANY conceivable idea. Do you, as a leader, allow or experience this kind of brainstorming in your campus meetings? Where any conceivable idea is welcome and encouraged? Are new and different perspectives welcomed? Or are they shut down right out the gate?
For each problem you and your colleagues face, I challenge you to identify and consider new solutions, no matter how untraditional they might be and no matter how “tried and true” a first idea might seem.

11. DO YOU? Challenge the status quo to make improvements?
Experiment with new ideas to find the best solution to individual problems?
Try to achieve the best with what you have at your disposal?
Choose the most readily available solution and move on to the next challenge?
When thinking about INNOVATING in your work, do you….
Challenge the status quo to make improvements?
Experiment with new ideas to find the best solution to individual problems?
Or, do you typically <click>
Try to achieve the best with what you have at your disposal?
Choose the most readily available solution and move on to the next challenge?
Learning agile leaders INNOVATE.

12. Innovating
What is holding me back from trying something new and different? If these constraints were not in place, how would I approach this situation differently?
Some critical questions to ask the next time you are presented with an issue or problem and your instinct is to move toward a familiar solution:
What is holding me back from trying something new and different?
If these constraints were not in place, how would I approach this situation differently?

13. Performing
The second component of learning agility for leaders is PERFORMING.
I want you to think about this in a little bit different context. In order to learn from challenges or unfamiliar situations, we need to remain present and engaged. We also must find a way to effectively handle the stress brought on by ambiguity. When we do this, we ultimately adapt quickly in order to perform. This requires astute observation and listening skills, as well as the ability to take in and process data quickly. When learning-agile leaders do so, they pick up new skills more quickly and perform at a higher level.

14. https://youtu.be/IGQmdoK_ZfY
Video
I’m going to show you a video that requires just this kind of astute observation.
SHOW VIDEO
How many things are going on around us that we don’t even notice, because we’re stressed out and focused on something else? Ultimately, what we do not notice will likely be critical information for decision-making.

15. DO YOU?
Pick up on subtle clues to build a better understanding of the problem?
Stay calm when faced with a challenge or stressful situation?
Trust only your intuition to guide you to a solution?
Use stress as energy to get things done more quickly?
As you begin PERFORMING practice, try to….
Pick up on subtle clues to build a better understanding of the problem.
Stay calm when faced with a challenge or stressful situation.
Rather than <click>
Trusting only your intuition to guide you to a solution.
Using stress as energy to get things done more quickly.
I know you all have felt this….when you’re under pressure, you have the urge to get things done and make decisions quickly! When we’re in high stress, our fight or flight responses are activated and the rational thinking part of our brains is deactivated.
So how can we reactivate our rational brain? Research tells us that one of the most effective ways to do so is to simply ask a question. SIMPLY ASK A QUESTION. When we ask a question, we open up our minds to the wisdom of others and our own experiences. Asking questions can spark new ideas that we may have otherwise never had.
Leaders PERFORM, by remaining present, engaged and by effectively handling the stress that comes from challenges.
INSERT PERSONAL STORY HERE

16. Performing
What am I doing that may be contributing to and creating more stress? Have I paused long enough to consider all options open to me by engaging my rational brain? Have I asked enough questions and listened to the answers?
When PERFORMING is a struggle, ask yourself these questions:
What am I doing that may be contributing to and creating more stress?
Have I paused long enough to see and consider all options open to me by engaging my rational brain?
Have I asked enough questions and, more importantly, listened to the answers?

17. Reflecting
The third component of learning agility for leaders is REFLECTING.
Simply having new experiences does not guarantee that one learns from them. That’s why learning agile leaders are hungry for feedback and spend focused energy processing information to better understand situations and their own behavior. This results in deeper insight into self, others and problems.
In our busy lives – where there is always something ELSE to do – it can be difficult to find the time to stop, look back and take stock. And yet, doing so is critical to our learning! When we take time to shift our thinking beyond merely what happened to ask ourselves why things happened the way they did, we learn. Finding ways to accomplish this, both alone and with others, is essential to our learning agility as leaders.

18. AMP Conference
What are the learnings that you want to take back to your locations and share or apply?
How will you do that and how will you make yourself accountable to do so?
So I want you to take time now, individually, and REFLECT on the AMP conference. What are the learnings that you want to take back to your locations and share or apply? How will you do that and how will you make yourself accountable to do so?
Take one minute to reflect on your time together at the conference.
ONE MINUTE
Now, turn to your neighbor and take two minutes to share your reflections.
TWO MINUTES

19. DO YOU? Make time to critically reflect on your experiences?
Examine past failures for lessons?
Move quickly from one task to another in order to accomplish more?
Put failure quickly behind you in order to focus on the next challenge?
When thinking about REFLECTING in your work, do you….
Make time to critically reflect on your experiences?
Examine past failures for lessons?
Or, do you typically <click>
Move quickly from one task to another in order to accomplish more?
Put failure quickly behind you in order to focus on the next challenge?
Learning agile leaders take the time and opportunity to regularly REFLECT.

20. Reflecting
Find someone who you trust to give you open and honest feedback. Ask clarifying questions and resist the temptation to explain your actions.
Look back on a recent experience and ask what you should stop, start or continue doing in order to ensure future success?
When you get back to your respective locations, I encourage you to:
Find someone who you trust to give you open and honest feedback. Ask clarifying questions and resist the temptation to explain your actions.
Look back on a recent project and ask what you should stop, start or continue doing in order to ensure future success?
Make a commitment to regularly create time in your days and weeks to REFLECT.

21. Risking
The fourth component of learning agility for leaders is RISKING.
This one can seems scary because it’s about venturing into unknown territory and putting yourself “out there” to try new things. That said, leaders, especially those who are learning agile, take measured risks. They volunteer for roles where success is not guaranteed and stretch themselves to step outside their comfort zone to achieve success.
Don’t get me wrong, performance matters. But too often, we focus on short-term performance at the expense of personal and professional development.
Think about it. Even our greatest strengths can become weaknesses when overused. We have to try new approaches in order to develop skills and perspectives that will serve us in the future.
INSERT PERSONAL STORY HERE

22. DO YOU?
Volunteer for roles that are ambiguous, new, or otherwise challenging?
Take enjoyment from struggling with a challenging problem?
Take on challenges where you know you can be successful?
Take enjoyment from managing a well-oiled machine?
When thinking about TAKING RISKS in your work, do you….
Volunteer for roles that are ambiguous, new, or otherwise challenging?
Take enjoyment from struggling with a challenging problem?
Or, do you typically <click>
Take on challenges where you know you can be successful?
Take enjoyment from managing a well-oiled machine?
Learning agile leaders TAKE APPROPRIATE RISKS.

23. Many of life’s greatest achievements require going outside of your comfort zone. Whether it means overcoming shyness to perform onstage, riding the rapids, or investing money, some of life’s most rewarding experiences come as a result of taking risks. However, there’s a level of uncertainty that comes with taking risks and it is uncomfortable. In addition, there’s the fear of potential failure. What if I embarrass myself in front of everyone? What if I am injured? What if I lose all the money I invested?
Answer that with another “what if”: what if the point of taking risks isn’t the outcome, but the process in and of itself. Through taking risks, we must confront our own fears, and sometimes that leads to failure… But what if failure wasn’t such a bad thing after all?
Many may have a negative view of failure, but actually, it can provide an essential tool for building character. Failure makes us stronger and more resilient. People who fail repeatedly develop persistence in the face of difficulties. Look at the 16th President of the United States, Abraham Lincoln, who lost eight elections and failed twice in business all before becoming one the greatest American presidents. Through failure, he developed the persistence necessary to later lead his country through one of it’s hardest periods in history. Perhaps he never could have done so without experiencing so many failures himself.

24. Risking
Take on a new challenge that scares you; something that is meaningful but not so important that failure will have serious personal consequences.
Tell others what you are doing and ask for their help and support.
So, how might you develop your comfort with RISKING?
Take on a new challenge that scares you; something that is meaningful but not so important that failure will have serious personal consequences.
Tell others what you are doing and ask for their help and support.
By taking measured and appropriate RISKS, you will learn and create confidence – which will lead to additional success.

25. Defending
If you recall from the beginning of this talk, I mentioned that there was one facet of behavior that is bound to derail learning agility and leadership. <click>
This facet is DEFENDING.
You may have experienced some leaders who are defensive when challenged or given critical feedback. These leaders are not learning agile. Learning agile leaders seek feedback – in fact, they welcome it. Then they process it and adapt themselves based on the new information and understanding about themselves, the situation or the problem.
Interestingly, research has shown that individuals who are defensive are also more likely to be rated lower on several competencies, including self-awareness, communication, ability to respond to complexity, ability to adapt and ability to meet performance objectives.
Receiving feedback can sometimes feel threatening, like a personal attack. When this is the case, our instinctual response is to deflect or attack or shut down. But these responses are more about self-preservation than about learning and growing.
INSERT PERSONAL STORY HERE

26. DO YOU? Consider your personal role in both successes and failures?
Seek feedback on a regular basis because you want and need it?
Take credit for success and quickly make excuses for failure?
Listen to feedback primarily because others want to give it?
Do you:
Consider your personal role in both successes and failures?
SeeK feedback on a regular basis because you want and need it?
Or, do you typically <click>
Take credit for success and quickly make excuses for failure?
Listen to feedback only because others want to give it?
Learning agile leaders listen and learn from success, failure and others’ feedback.

27. Defending
View feedback as a gift that someone is giving you. It may be uncomfortable, but there is value in it nonetheless.
Resist the temptation to respond to feedback, especially at first. Try not to explain your actions or generate excuses in your own head. Thank others for their feedback.
So, how might you become less likely to DEFEND?
Reframe feedback as a gift that someone is giving you. It may be uncomfortable, but there is value in it nonetheless.
Resist the temptation to respond to feedback, especially at first. Try not to explain your actions or generate excuses in your own head. Thank others for their feedback.
Regardless of another person’s motivations for giving you feedback, there is always an opportunity to learn something about yourself that you didn’t know – and grow from it.

28. Rate your experiences below with Never, Sometimes, Often, or Always
I regularly take time to reflect on my past successes and setbacks.
I deliberately apply lessons learned from my past experiences to my future challenges.
I take time to learn from the people with whom I work.
I notice what works well in one instance and look for ways to apply those best practices in other areas.
I explore emerging trends in my field and look for ways to proactively leverage them.
I’m curious about how the world is evolving and the impact that evolution will have on business.
On the website, Strategy + Business, there is a quiz that reflects how much you seek opportunities to grow – or, in a very unscientific way – your learning agility. Let’s take it together for fun.
<click>
Rate the following statements with Never, Sometimes, Often or Always
I regularly take time to reflect on my past successes and setbacks.
I deliberately apply lessons learned from my past experiences to my future challenges.
I take time to learn from the people with whom I work.
I notice what works well in one instance and look for ways to apply those best practices in other areas.
I explore emerging trends in my field and look for ways to proactively leverage them.
I’m curious about how the world is evolving and the impact that evolution will have on business.
The more times you answered OFTEN or ALWAYS, the more you reflect learning agility.
Jesse Sostrin, PWC Leadership Coaching Center of Excellence

29. Rate your experiences below with Never, Sometimes, Often, or Always
I stick with what works and try to repeat past successes whenever possible.
I rely on the information and expertise I already have to solve problems and make decisions.
I try to get things done as quickly as possible, even if that means taking shortcuts.
I do the minimum required to get through compliance training as quickly as possible.
I stay in my comfort zone and avoid new, challenging, or uncertain situations.
I rationalize my avoidance of taking risks, stretching, or trying something new.
I stick with what works and try to repeat past successes whenever possible.
I rely on the information and expertise I already have to solve problems and make decisions.
I try to get things done as quickly as possible, even if that means taking shortcuts.
I do the minimum required to get through compliance training as quickly as possible.
I stay in my comfort zone and avoid new, challenging, or uncertain situations.
I rationalize my avoidance of taking risks, stretching, or trying something new.
The more times you rated these statements as NEVER or SOMETIMES, the more you reflect learning agility.
What did this short quiz tell you about your own learning agility?
Jesse Sostrin, PWC Leadership Coaching Center of Excellence

30. So, when you think about your life and work today, how much are you:
INNOVATING,
PERFORMING,
REFLECTING AND
TAKING RISKS

31. Alternatively, how much time in your life or work do you spend DEFENDING, rather than honoring and learning from feedback and experiences.

32. Hugh Jackman, who recently starred in “The Greatest Showman” said in a recent interview that, “If you go in with the goal of loving what you do and continually learning and getting better at it, you’re on the right path”.

33. Great Leaders are Great Learners
Yes, great leaders are great learners.
In 2012, researchers from the Center on Creative Leadership stated that, “learning agility must be a part of every leader’s repertoire. The willingness and ability to learn from experience influences not only the extent to which we grow as individuals, but also how we are perceived by others. And ultimately, our ability to continuously learn and adapt will determine the extent to which we thrive in today’s turbulent times”.
I challenge you to take more risks and challenge the status quo while remaining present in the moment and reflective after the fact. Can you commit to working on this? If you do so, you will have an impact on yourself, those you lead and the locations at which you work.

34. Thank you! Donna Salvo Executive Director Systemwide Talent Management University of California, Office of the President

35. When the winds of change rage, Some build shelters while others build windmills A Chinese Proverb