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Implementing 70-20-10

Why is the 70-20-10 model important? That's what you'll discover if you invest the time on the attached post. Take some time to study this amazing collection of insights from +Jay Cross and others at the http://internettimealliance.com.

Insights: Sharing 50 suggestions on putting 70-20-10 to work has consumed five posts spread over two months. Today the series is complete.

Part 1 of 5

People learn their jobs by doing their jobs. Effective managers make stretch assignments and coach their team members. Experience is the teacher, and managers shape their teammembers’ experiences.

Players throughout the corporate ecosystem need to be operating on the same wave-length. This can only happen when we’re adapting to the future, i.e. learning, at the same pace.Internally, everyone needs to stay current.

He (+Charles Jennings) is the world authority on 70:20:10 and these posts draw heavily on his work.

Part 2 of 5

The 70 percent: learning from experience. People learn by doing. We learn from experience and achieve mastery through practice. Experience is a difficult task master. We learn more from making a mistake than from getting it right the first time.

Part 3 of 5

The 20 percent: learning through others. Learning is social. People learn with and through others.

Conversations are the stem cells of learning. Effective managers encourage their team members to buddy up on projects, to shadow others and to participate in professional social networks. People learn more in an environment that encourages conversation, so make sure you’re fostering an environment where people talk to each other.

Part 4 of 5

Formal learning includes courses, workshops, seminars, online learning and certification training.

If what we learn is not reinforced with reflection and application, the lessons never make it into long-term memory.

Research has found that the most important factor in translating formal learning into improved performance is the expectation set by managers before the training takes place

Part 5

You will need to become a champion for the new approach to developing talent. You must convince your sponsor that managers and supervisors are the linchpins to developing new talent.

The 70-20-10 model depends on L&D teaming up with managers to improve learning across the company, but often managers do not appreciate how vitally important they are in growing their people. This is the absolute, must-do secret to success to improving learning and development. Frontline managers must take this as the very definition of manager: someone who develops others by challenging them with assignments that stretch them to the point of flow.

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