Why integrate learning, leading and execution?

Every organization tries to develop its leaders, improve execution, and support learning – and there are many excellent products and services available in these areas. But these investments frequently fail to transform results. They “miss the boat” for a simple reason: The world of predictable, gradual change is gone – in this new world, having the agility to consistently produce world-class results requires the integration of learning, leading and execution.

Start with the way you already work, take it to the next level

Signet can help you build this integration into your existing business processes in surprisingly simple ways – from the strategic all the way down to the daily rhythm of operational processes.

Many times small changes will yield impressive improvements. A few quick examples: A brief Before Action Review as a way of transitioning from planning to action and provides a foundation for execution to stay coordinated amid change; short AARs throughout a project rather than one large one at the end lead to rapid course correction; placing your strategic initiatives all on one wall to test them for coherence enhances the line of sight from vision to execution; leaders at every level build a simple habit of comminicating the purpose of the action with the plan and then asking for a brief back from the implementers in order to check for alignment.

Take a closer look – Is your organization agile enough?

To assess whether this approach speaks to your organization’s asirations and challenges, we invite you to take a pencil to a quick organizational agility assessment. Hand in hand with with the page on interpretation this instrument can serve as a conversation starter for senior teams.

Bottom line: In a dynamic environment, integrating the way you learn, lead and execute throughout your business will improve results today and produce sustainable competitive advantage tomorrow.

Build learning into your strategic edges

Once you shift your perspective from learning and capacity building as something done in a classroom, to something that must be built into the processes of normal work, the distinction between strategy, leadership and learning begins to blur.

To assure that learning is integrated, aim directly at the links between leadership vision and execution. Leaders focus on the one or two performance challenges their organizations face which, if their people could master, would make the biggest contribution to bottom-line performance. Building mastery in those areas becomes the focus of Emergent Learning discipline built into the work itself. In this way, the measure of successful learning is moving the dial on existing performance metrics.

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