Cover -- Praise for Experience-Driven Leader Development -- About This Book -- Title page -- Copyright page -- Contents -- List of Exhibits, Figures, and Tables -- Foreword -- Acknowledgments -- Introduction -- Section 1: Developmental Experiences: More Intentional for More People -- Section Introduction -- Equipping Employees to Pursue Developmental Experiences -- 1: Intensity and Stretch: The Drivers of On-the-Job Development -- The FrameBreaking Leadership Development Process -- Step 1: Gain Insight from Prior Experiences and Understand Development Needs -- Step 2: Draft a Career Story and Understand a Personal Development Arc -- Step 3: Identify Potential Development Experiences -- Step 4: Create an Experience-Based Development Plan -- Step 5: Use Ongoing Reflection to Gain the Most Out of Experience -- Additional Applications of the FrameBreaking Model -- Resources -- 2: A Leadership Experience Framework -- The Leadership Experience Framework -- Experiences Across Organizational Levels -- Conclusion -- References -- 3: Identifying Development-in-Place Opportunities -- Resources -- 4: Leadership Maps: Identifying Developmental Experiences in Any Organization -- Interviewing Senior Executives -- Leadership Experiences -- Lessons Learned -- Personal Strategies -- Situational Catalysts -- General Advice -- Conducting Leadership Workshops -- Mapping the Linkage -- Building the Toolkit -- Lessons Learned -- 5: Building Organization-Specific Knowledge About Key Developmental Experiences -- Creating the Model of Key Developmental Experiences -- Information Contained in the Book -- Converting the Book to Podcasts -- How the Book and Podcasts Are Being Used -- Lessons Learned -- 6: Expression of Interest: Making Sought-After Roles Visible -- The Approach -- Benefits and Challenges -- 7: Designing Part-Time Cross-Functional Experiences.

Lessons Learned -- 8: Creating Project Marketplaces -- Reference -- Leveraging Existing Experiences for Learning -- 9: Leveraging the Developmental Power of Core Organizational Work -- Context -- The Practice -- Accelerating Leader Development -- Role Positioning -- Team Composition -- Team Member Preparation -- Flow-on Development -- Developmental Check-ins -- After-Action Review -- Post-Experience Placement -- Evaluation -- Applying This Approach to Your Organization -- 10: Learning Transferable Skills Through Event Planning -- 11: Pinpointing: Matching Job Assignments to Employees -- Pinpointing Steps -- Step 1: Develop a List of Possible Assignments -- Step 2: Triage Employees Based on Learning Stage in Their Current Jobs -- Step 3: List Capability and Experience Gaps for Each Employee -- Step 4: Match Job Assignments to Employees -- Step 5: Determine Additional Development Support for Each Employee -- Making Pinpointing an Engaging and Valuable Experience for Senior Leaders -- Follow Up -- 12: Learning from Personal Life Experiences -- A Reflective Exercise -- Psychological Strength -- Personal Relationships for Support -- Opportunities to Learn -- Connecting to On-the-Job Development -- Resource -- Creating New Developmental Experience -- 13: Strategic Corporate Assignments to Develop Emerging Market Leaders -- The Approach -- Nomination and Preparation -- During the Assignment -- Impact -- Lessons Learned -- 14: Full-Time Strategic Projects for High Potentials -- The Process -- A Highly Selective Process -- Benefits and Return on Investment -- Continued Experimentation -- Keys to Success -- 15: A Personalized Rotation Program to Develop Future Leaders -- Context -- Program Design -- Integrated with the Business -- Initial Insights -- 16: Corporate Volunteerism as an Avenue for Leadership Development -- Identifying and Selecting Partners.

Step 1: Determine Learning Objectives for the Program -- Step 2: Establish Criteria for Evaluating and Selecting Partners -- Step 3: Identify and Select Potential Internal Partners -- Step 4: Secure External Partners -- Step 5: Conclude Project and Follow Up with External Partners -- Conclusion -- References -- 17: Developing Socially Responsible Global Leaders Through Service Projects -- Program Design -- Benefits -- Advice for Others -- References -- 18: Stretch Assignments to Develop First-Time Supervisors -- Stretch Assignments -- 19: Executive Shadowing -- Lessons Learned -- Reference -- 20: Leadership Fitness Challenge: Daily Exercise of the Leadership Muscle -- Lessons Learned -- 21: Using a Video-Case-Based Collaborative Approach in Leader Development -- Conclusion -- 22: Cross-Company Consortiums: Tackling Business Challenges and Developing Leaders Together -- Cross-Company Consortium Objectives and Benefits -- What to Consider When Starting a Consortium -- The Future of Self-Managed Cross-Company Consortiums -- Resources -- Section 2: Leaders: Better Equipped to Learn from Experience -- Section Introduction -- Organizing Frameworks -- 23: Mindful Engagement: Learning to Learn from Experience -- Approach -- Stimulate a Learning Orientation -- Set Learning Goals -- Action -- Active Experimentation -- Feedback Seeking -- Emotion Regulation -- Reflection -- Concluding Thoughts -- 24: PARR: A Learning Model for Managers -- The PARR Model -- Prepare -- Act -- Reflect -- Review -- Implementing PARR at Kelly Services -- Potential Risks, Roadblocks, and Unintended Consequences -- Why PARR? -- 25: GPSR: A Tool for Assessing Learning Readiness -- The GPSR Profile -- Goals -- People -- Stretch -- Reflection -- GPSR Interview -- Introduction -- Goals -- People -- Stretch -- Reflection -- Conclusion -- Lessons Learned.

Learning Strategies and Tactics -- 26: Asking Questions to Foster Learning from Experience -- Phase 1: Before the Experience -- Phase 2: During the Experience -- Phase 3: After the Experience -- The Tool Development Process -- Application of the Tool -- References -- 27: Using the Classroom to Create a Learning Orientation -- The Idea -- The Approach -- Partnership -- Preparation -- Live Cases -- The Experience -- Case Teams -- Asking Questions -- Real-Time Feedback for Skill Practice -- Results -- Lessons Learned -- Conclusion -- References -- 28: Establishing a Learning Mindset -- 29: Tactics for Learning from Experience -- Background -- References -- 30: Narrating Emotions to Enhance Learning -- The Who and What of Managing Emotions -- Self-Narration -- An Example of Self-Narration -- Step 1: Mindfully Monitor, Identify, and Modify the Stage -- Step 2: Flexibly Interpret and Re-Story the Event -- Step 3: Strategically Experience, Impact, and Enact Emotions -- Final Insights -- Resources -- 31: Proactive Feedback Seeking: The Power of Seeing Yourself as Others See You -- The Problem of Feedback Flow in Organizations -- The Value of Feedback Seeking -- Why Don't Leaders Seek More Feedback More Often? -- Promoting the Seeking of Feedback Among Leaders -- Tools to Promote the Seeking of Feedback -- References -- 32: Feedback: Who, When, and How to Ask -- Who to Ask -- When to Ask -- How to Ask -- Some Final Observations -- 33: Micro-Feedback: A Tool for Real-Time Learning -- Keys to Success -- Reflection and Retention -- 34: Leadership Journeys: Intentional Reflection Experiences -- Initial Impact -- Three Key Factors -- 1. Building a Supportive, Challenging Community -- 2. Provocative Experiences -- 3. Deep Sense-Making -- Applying These Principles to Your Organization -- Start Small and Build the Political Will -- Think of What Could Be, Not What Is.

Avoid the Cookie Cutter -- Questions We're Still Trying to Answer -- Reference -- 35: After-Event Reviews: How to Structure Reflection Conversations -- AERs: A Four-Step Process of Structured Reflection -- Instructions for Conducting an AER -- Instructions for Facilitators -- Discussion Outline -- References -- 36: Scaffolding Reflection: What, So What, Now What? -- "What? So What? Now What?" Model -- What? -- So What? -- Now What? -- Action Learning Case Story -- Setting -- What? -- So What? -- Now What? -- Conclusion -- Individual Coaching Case Story -- Final Words -- References -- 37: Life Journeys: Developing for the Future by Looking at the Past -- Phase One: Introduction, Preparation, and Getting Started (45 to 60 Minutes) -- Guidance for the Facilitator -- Phase Two: Sharing (45 to 60 Minutes) -- Guidance for the Facilitator -- References -- 38: Strategies for Facilitating Learning from Experience -- Strategy 1: Transactional Facilitation -- Strategy 2: Socratic Facilitation -- Strategy 3: Dialogic Facilitation -- Key Differences Among Facilitation Strategies -- 39: Teachable Point of View: Learning to Lead by Teaching Others -- Elements of the Leadership Teachable Point of View -- Developing the Leadership Teachable Point of View -- Delivering the Leadership Teachable Point of View -- Challenges in Implementing the LTPOV Process -- References -- 40: Implementation Intention: A Refinement to Leadership Development Goal Setting -- Implementation Intentions -- Leadership Development Implementation Intentions -- Implementation Intentions Research -- Conclusion -- References -- 41: Twelve Questions for More Strategic Work and Learning -- Learning Communities and Support -- 42: Building a Board of Learning Advisors -- Activity 1: Designing a Developmental Network -- Activity 2: Creating a Board of Advisors -- Lessons Learned.

43: Building a Learning Community Through Reflection and Experimentation.