Skills Managers Need to Thrive in 2024: Part Three

Seven Compelling Reasons to Incorporate Deliberate Practice into Manager Skill Development Programs

Estimated reading time: 55 secs

 
  1. Personalization. Because design is customized and delivery takes place one-to-one or in small groups, deliberate practice is highly personalized.


  2. Scalable. Because practice is highly personalized, it is also concentrated and time-efficient. This makes deliberate practice scalable to groups of hundreds or thousands.


  3. Analytics. Deliberate Practice makes it possible to track the learning, acquisition, and transfer of skills at the individual, team, and organizational levels.


  4. Micro-optimization. Simulation of real-world work situations creates a new way to micro-optimize training by bringing learning and doing closer together.


  5. Engagement. Participant reaction data demonstrates that participants find deliberate practice highly engaging.


  6. Cost-effectiveness. Deliberate practice is significantly more affordable than classroom training or executive coaching.


  7. Appeal to younger generations. Generations across the spectrum value (and need) learning that goes beyond digital channels. All generations want training that is accessible, intuitive, and engaging, focusing on problem-solving and collaboration. People value feedback and need to track progress and connection. Learners thrive in a safe and comfortable learning environment.

Further Reading

“Empathy Is The Most Important Leadership Skill According To Research” - Brower, T. PhD. https://www.forbes.com/sites/tracybrower/2021/09/19/empathy-is-the-most-important-leadership-skill-according-to-research/?sh=2bfa80433dc5

“Curiosity is a Leadership Superpower” - Bungay Stanier, M. https://www.dukece.com/insights/curiosity-is-a-leadership-superpower/

Sabourin, R. (2020). Every Great Business Conversation Has Four Foundational Skills. LinkedIn. https://www.linkedin.com/pulse/every-great-business-conversation-4-foundational-randy-sabourin/

“Educating the Next Generation of Leaders” - Harvard Business Review. https://media1-production.mightynetworks.com/asset/4825190/HBR_Future_of_Leadership_Development.pdf

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Why doesn’t coach-the-coach training stick?

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Skills Managers Need to Thrive in 2024: Part Two