My last post described how a variety of good companies accelerate the development of leaders through the 70/20/10 model. RBL Group partner and University of Michigan Professor Dave Ulrich first created this model as a framework for helping managers think comprehensively about development. Work assignment alone accounts for only 70 percent, training and conference participation for 20 percent, and external experiences such as serving on community boards for 10 percent. To fully accelerate leadership skills, you need the combination. The magic is in the mix.
Many readers of that post were particularly interested in the description of action learning as an element of leadership education: what is it, how does it work, and what are helpful rules for bringing contribution into the classroom?