Leadership Skill Training That Sticks
One of the biggest problems with leadership skill training is the tiny amount of skill that makes it past the training room. Research suggests that as little as 15% of formal training in fact gets transferred to the work place setting.
The so called soft skills such as leadership skill and communication skill generally do not transfer well.
Logical information delivery with its focus on definitions, jargon and “knowledge that” don’t involve an emotional or body learning component. Knowing what to do and actually doing it are two entirely different things. NLP anchoring is a powerful way to tie learning to a context or situation.
Most people don’t learn to drive by reading a book or watching a Power Point presentation. Many people know without any doubt that smoking is bad for them, but continue to smoke. If information changed behaviour we wouldn’t do things that were bad for us and we would always do our taxes well before the due date.
What does it take to learn the skill of communicating in a different way? What happens when we are given evidence that optimistic cheerful leaders are good for business? That smiling and laughter can act like glue for alliances? Do we instantly ditch our pessimistic, cynical ways? Does it overcome our ideas that business is a serious matter and people who laugh are not credible bosses? Hardly.
Stages of Learning
Realizing that we are incompetent in a particular skill is only the first stage of learning. The four stages of learning model suggests that we go through a sequence before we can use a skill naturally.
NLP and Leadership Skill Training
NLP modelling breaks down skills into neurological components. How does an effective leader think differently from one who is not able to use the energy of others?
Changing thinking strategies can catapult you into unconscious competence. For instance taking triple perspectives can enable you to make appealing requests without learning a procedure consciously.
NLP Rapport enables leading. Unless you are in a position to force people to comply, pacing someone’s experience first is necessary.