1. An Integrated Approach
Introduction
This recommended integrated approach will support the creation and
maintenance of a culture of learning which in turn will support the
attraction and retention of top caliber people. In this example we will
address the three broad areas which we believe will have the greatest
impact on achieving such a culture.
The three areas are:
Leadership Development
Integrated Learning
Learning Methodologies
Leadership Development
Overview
An integrated leadership development strategy should focus on developing the competencies identified
for current leadership and on those competencies which will be required to support the organization's
strategic future. In addition our research has shown that one of the key components of a successful
attraction and retention strategy is an aggressive leadership development strategy for identified talent.
Personal Leadership
How to lead/manage oneself to be personally effective. Accepting responsibility for personal growth and
career advancement, initiating actions to improve knowledge, skills and performance. Includes modules
on:
o Personal Insight
o Personal Positioning
o Personal Planning
Interpersonal Leadership
How to influence others from a "non-authority" position. Getting along with others and pro-actively
developing rapport with them. Building cooperative relationships. Includes modules on:
o Communicating for Success
o Handling Conflict
o Giving Feedback
o Assertiveness
o Influencing

2. Team Leadership
How to utilize appropriate interpersonal styles and methods in guiding a team towards task
accomplishment without the reliance on authority or position. Creating a shared vision, which integrates
with that of the organization, for the team that is inspiring and motivating. Includes modules on:
o Team Development
o Facilitating Group Processes
o Presenting
o Facilitating Learning
o Coaching
o Group Decision Making
Performance Leadership
How to guide, evaluate and develop the competencies of team
members to maximize their performance. Includes modules on:
o Agreeing Expectations
o Reviewing Expectations
o Giving Feedback
o Coaching for Success
Transformational Leadership (optional)
How to facilitate profound learning and change using evolving interventions ie participative design, etc. in
transforming systems to achieve systemic sustainability. Leading in turbulent times.
Integrated Learning
Core Skills
Central to the integration of learning is the development of "Core Skills" which form a foundation
throughout the various learning interventions. The following interactive skills and process form the
foundation for all interventions having an interactive component:
CLEAR - Core Interactive Skills
There are 5 behavior clusters that we have identified as critical to the success of any interaction. These
clusters make up the CLEAR Skills of:

3. Clarifying
Providing overall direction for an interaction and
developing a clear understanding of the topic or
issue being discussed.
Listening & Responding
Showing that you are actively listening to and
understand the concerns and feelings of individuals
or the group.
Exploring
Generating ideas and suggestions on what and how
to go about something.
Actioning
Reaching agreement on the best solution and tying
down the details.
Reviewing
Reviewing the interaction, establishing follow-up and
ensuring implementation of agreed actions.
Each of the CLEAR Skills clusters are further broken down into identifiable, easy to learn and measurable
behaviors.
CLEAR - Collaborative Problem Solving Process
All successful interactions, with the exception of
social interactions, follow a structured process. The
steps are not necessarily sequential, but each step,
as with the CLEAR skills, is essential if you are
going to achieve your objectives for that interaction.
The CLEAR process model is aimed at providing
you with guidelines against which to plan and
conduct your interactions in an attempt to realize
effective interactions.
Skills Transfer and Reinforcement
Among the techniques which may be used are:
Coaching Networks: Informal and formal coaching networks / learning communities set up to provide
coaching and support. These would be in addition to the "virtual learning teams" described in below.
Personal Learning Portfolio: A personal learning "journal" linked to a time management system.
Participants, when initially attending Personal Leadership, are introduced to the concept of taking
responsibility for their own learning and provided with a "Personal Learning Portfolio" to aid in learning
and transfer.

4. Use of Technology
In creating a learning culture it is important that all individuals have access to learning materials as and
when required. We believe that all currently available technology be used to achieve this. All learning
materials should therefore be made available via the organization's intranet. Email discussion groups
should also be encouraged.
Design and Development
As all organizations have unique needs we believe that a design and development capability is an
essential part of any partnership. All learning interventions will be customized or designed to meet
specific, unique needs of the learners. All learning materials will be branded to reinforce ownership of
learning by all in the organization.
Assessment
Appropriate assessment tools will be co-designed with the learners. These will include formal 360°
feedback, team reviews, peer reviews and performance feedback by responsible line leaders. It is also
possible to conduct a level 4 organizational impact evaluation.
Learning Methodology
Please note that these are initial ideas and that the process would be best co-designed with the learners
and their leaders:
o The underlying principle which will be applied throughout will be that the learners must take
responsibility for their own learning.
o Learning outcomes will be confirmed with the learners and their managers prior to the
commencement of the program. Click here to view the Outcomes Summary
o The learners will be divided into "virtual" learning teams comprised of groups of 8
managers/leaders.
o Foundation workshops for each team will be:
Personal Leadership
Facilitative Team Leadership
o Each team will be required to complete at least one significant work related project during the
program. In addition all learners will be required to demonstrate their competence in the skills
developed within their own teams and with their team members. Examples:
Establishing a shared vision and behavioral standards for their teams.
Agreeing performance and development expectations with each of their team members.
Providing feedback to team members against the agreed expectations, etc.
o The teams will be responsible for developing appropriate strategies to develop the additional
skills - ie those not covered during the foundation workshops. These strategies could include:
Formal workshops conducted by TCS / Learning Facilitators
Coaching by TCS / Master Facilitators consultants
Self-study
Peer-coaching
Facilitation by team members supported by TCS / Master Facilitators
Facilitation by Team Leaders
o As needed all appropriate materials will be provided either in hard copy (manuals) or via intranet.
o In addition to the leadership models listed above the teams will have access to any additional
leadership modules that they may require to complete their assignments. See Appendix 1 for a
complete list of leadership models.

5. o Each team will be responsible for monitoring and reporting on their own progress towards
achieving the agreed learning outcomes.
o Each "virtual" team will "report" into a more senior level leader as part of that leader's
development. This involvement, along with their attendance of the Learning Facilitator Workshop,
will be a significant learning opportunity for these leaders.