Great Leaders Are Great Learners: How to Develop Learning-Agile High Potentials

Great Leaders Are Great Learners: How to Develop Learning-Agile High Potentials

The need for learning agility is obvious. We live in a rapidly changing world, where businesses and even entire industries are routinely disrupted and upended. Organizations are wondering how to develop learning-agile high potentials to face these challenges, because adaptiveness and creative problem-solving are critical leadership skills they need for the future.

It’s no longer enough to perform well under the classic definitions of success and progress — leaders are now expected and required to experiment, embrace uncertainty, and generate new solutions.

Learning agility is the core component of your organization’s strategy for creating “future proof” leaders, because great leaders are great learners. You just need to identify and cultivate it.

Infographic: 4 Components of Learning Agility for High Potentials

This white paper will help you understand how to recognize your high-potential and high-professional talent and how to develop learning-agile high potentials. It provides specific guidance on how you can elevate and encourage this critical organizational talent you need for the future. You’ll also learn how to cultivate learning agility in yourself, your teams, and your entire organization.

Download White Paper

Download this white paper to learn how to identify high-potential talent and how to develop learning agility in your organization’s leaders — and in yourself.

By submitting this form, you acknowledge that CCL may contact you.

At CCL, we care about your privacy. The information you share with us will only be used to better service you and in accordance with your consent. For more information, please refer to our Privacy Policy.

March 15, 2019
About the Author(s)
George Hallenbeck
George is a Commercialization Director at CCL, where he leads an innovation platform called All-Access Leadership that empowers clients to deliver and experience CCL’s intellectual property in ways that match their needs and strategies. He holds a BA in Psychology from Colby College and a MS and PhD in Industrial-Organizational Psychology from Colorado State University.

Related Content

Please update your browser.

CCL.org requires a modern browser for an enhanced and secure user experience. Internet Explorer is no longer supported or recommended by Microsoft. The Center for Creative Leadership recommends that you upgrade to Microsoft Edge or similar.

Chrome

Edge

Firefox