As organizations and individuals around the world settle into a blend of in-person and virtual work, we’re learning more about the opportunities and risks hybrid brings. One key concern is leadership development. We know that some of the vital ways in which executives learn on the job — such as serendipitous interactions and informal feedback — suffer in virtual and hybrid contexts. At the same time, improvements in technology have expanded program design possibilities. Indeed, this might be just the right moment for leadership development to reinvent itself — moving beyond the week-in-a-classroom model of learning towards something more experiential and applied and partly virtual.
What Leadership Development Should Look Like in the Hybrid Era
Traditional leadership development tells us that 70% of learning happens through on-the-job experience, 20% though feedback, and 10% through formal training. Research conducted over the past three years points to an alternative — and, we believe, more effective — framework for the process that emphasizes three actions: sensemaking, or understanding how the business world and the organization works around you; experimenting, or testing ideas; and self-discovery, or figuring out your own identity in the workplace. When implemented at HSBC this framework enhanced participants’ development. The experiment also pointed to new best practices for hybrid leadership development: programs should be iterative and experimental, embedded in day-to-day work, supported by coaching, and span all modes of delivery from all-virtual to fully in person.