The 70/20/10 Learning Model stands as a cornerstone in leadership and professional development, a framework born from extensive research into how successful executives truly learn and grow. Originating from the Center for Creative Leadership’s (CCL) decades-long “Lessons of Experience” research, this model offers a practical guideline for structuring development initiatives to maximize impact.
At its heart, the 70/20/10 rule suggests that learning is most effective when it occurs through a blend of different experiences, broken down into a specific ratio:
- 70% Learning from Challenging Experiences and Assignments: This is the most significant portion, emphasizing the power of on-the-job learning, tackling new tasks, and stepping outside of one’s comfort zone.
- 20% Learning from Developmental Relationships: Coaching, mentoring, feedback, and collaborative interactions contribute significantly to growth through social learning and diverse perspectives.
- 10% Learning from Coursework and Training: Formal learning, workshops, and structured training programs provide foundational knowledge and frameworks that support and amplify learning from the other two sources.
This model rests on the fundamental belief that leadership and professional skills are not innate but learned through experience and intentional development. In today’s rapidly evolving workplace, the ability to learn and adapt from experience is more critical than ever for managers and individual contributors alike.
Unpacking Experience-Driven Development Beyond the 70/20/10 Ratio
While the 70/20/10 framework provides a valuable starting point, it’s crucial to recognize that not all experiences are equally impactful. To truly leverage this model, we need to delve deeper into what kinds of experiences are most beneficial for learning and growth, and what specific lessons can be derived from them.
Extensive research has mapped the connections between particular experiences and the leadership skills they foster. This research, initially grounded in studies of U.S.-based corporations, has been broadened to include global perspectives through collaborations with organizations in India, China, and Singapore. These global studies have enriched our understanding of how leadership development through experience transcends geographical boundaries and cultural nuances.
Key Sources of Leadership Learning from Experience
Across diverse cultural contexts – China, India, Singapore, and the United States – research identifies five universally important sources of leadership learning:
- Bosses and Superiors: Learning from observing effective (and ineffective) leadership styles, receiving guidance, and navigating hierarchical relationships.
- Turnarounds: Managing situations requiring significant change or recovery, fostering resilience, and strategic thinking under pressure.
- Increases in Job Scope: Taking on roles with greater responsibility and complexity, developing broader perspectives, and enhancing delegation skills.
- Horizontal Moves: Experiencing different functions or departments, broadening business acumen, and fostering cross-functional collaboration.
- New Initiatives: Leading new projects or ventures, developing innovation skills, and managing ambiguity and change.
Interestingly, regional nuances also emerge. For example, personal experiences and learning from mistakes are emphasized in China and the US, while India highlights personal experiences and cross-cultural interactions. Singaporean leaders learn significantly from stakeholder engagements and crises. Despite these regional differences, managing direct reports, self-awareness, and effective execution are universally recognized as critical leadership lessons learned from experience across all four countries.
To continuously develop, leaders need to actively seek and engage in new experiences that push their boundaries and stimulate learning. While formal job changes or crises can provide such opportunities, impactful learning experiences can also be cultivated within one’s current role. Building strong relationships with superiors, mentors, and peers is equally crucial for ongoing growth, providing support, feedback, and diverse perspectives.
The power of the 70/20/10 model, particularly the emphasis on challenging assignments, is pivotal for attracting, developing, and retaining top talent. On-the-job experience, when strategically combined with developmental relationships and targeted formal learning, becomes an even more potent catalyst for growth. Research consistently shows that challenging assignments are the primary driver of key learning experiences throughout managerial careers.
The Amplifying Role of the 10%: Coursework and Training
While formal coursework and training constitute only 10% of the model, their role is far from insignificant. Well-designed training programs act as an amplifier, enhancing and solidifying the learning derived from the 90% gained through experience and relationships. Effective training provides frameworks, tools, and opportunities for practice that make individuals more effective learners and leaders overall. This structured learning helps to contextualize experiences, fill knowledge gaps, and align individuals with organizational goals and leadership vision.
In conclusion, the 70/20/10 learning model provides a robust framework for leadership and professional development. By strategically leveraging challenging experiences, developmental relationships, and targeted training, organizations and individuals can cultivate continuous growth and build a strong foundation for future success.
Ready to optimize your learning and development strategy with the 70/20/10 model? Explore how to build impactful development programs that leverage experience to drive lasting change and build critical leadership skills within your organization.
