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ATD21 Speaker Tacy Byham

Tacy M. Byham, PhD, is CEO of Development Dimensions International (DDI). She is co-author of the book Your First Leadership Job: How Catalyst Leaders Bring Out the Best in Others.

Tacy Byham

ATD's Virtual Conference will engage global talent development community.

ATD Creates Virtual Conference to Connect, Empower, and Engage the Talent Development Community

October 2017 - TD Magazine

Corporate training can be a win-win for leaders professionally and personally.

Take Your Leadership Training Home With You

Spring 2017 - CTDO Magazine

The argument: Despite companies' best efforts, most leadership development programs don't work. Two thought leaders share their contrasting viewpoints on the topic.

Debate: Has Leadership Development Failed Us?

January 2016 - TD Magazine

As a first-time leader, be ready to make major adjustments as you settle into your new role.

In Transition in 2016

September 2015 - TD Magazine

A review of Your First Leadership Job: How Catalyst Leaders Bring Out the Best in Others by Tacy M. Byham and Richard S. Wellins

Catalyze Your Leadership Career

Tacy Byham discusses three main questions about 70:20:10. Namely, what are its origins, is there a right order to learning, and is the ratio still relevant today?

Is 70:20:10 Relevant Today? Part 2

 Three numbers are bothering me. They relate to 70:20:10, but those aren’t my three vexing numbers.   The first number is 10,000. If you’ve read Outliers by Malcolm Gladwell, you undoubtedly recognize this as the number of hours it takes to go from novice to expert. Let’s contrast this against my second number: 66. This is the newly updated number of days it takes to form a habit. Yes, that’s right, research shows that it takes 66 days to start something (like make a habit of an exercise routine) or stop something (like quit that smoking habit). Finally, there’s the number 31. According to ATD’s most recent State of the Industry Report, this is the number of training hours that organizations spend annually to develop their leaders. These numbers are vexing because I can’t seem to figure out how, as learning and development professionals, we can ever reach our goal to develop ready-now leaders for our organizations if we only have 31 hours. Let’s consider leadership development. During 31 hours, we may introduce such skills as how to make decisions, delegate, build trust, and so on. But new leaders certainly won’t make a habit of these new skills within that limited amount of time. And they are many, many hours away from becoming a master. The answer to this dilemma lies in another set of three numbers: 70:20:10. We all know that the number 10 refers to formal learning. In essence, this is the 31 hours measured by ATD. Think of it. As a new leader, being invited to a formal learning event is exciting and validating to their career development interests. So, they come to the session engaged learners—ready to soak in everything they can. Yet, once they are back on the job, their excitement and true application of the learning materials seem to taper over time as day-to-day challenges creep in. Fortunately, corporate learning has evolved! We don’t offer only formal learning—and we haven’t for years. We know that our learners require a continuous learning environment, which DDI calls a “learning journey.” A learning journey builds excitement and interest before formal learning, and creates a post-training environment that is rich with activities to ensure that training doesn’t just build awareness of skills, but instead creates lasting behavior changes. Some of the activities that extend beyond the 10 into the 20 and the 70 include:simulation-based learning to practice and cement the new skillspeer coaching sessionsfeedback and support from managersorganized lunch-and-learn sessions to further refine, apply, and maximize adoption of the skills. These types of activities keep learning alive. More importantly, they solve the issue of limited time (31 hours) for formal learning. This is much like the community of support that marathon athletes use when training for an event. They train together, provide recommendations on pace and nutrition, and simulate the “big race” day with mini-marathons. Again, this is all about creating a continuous focus on the journey to complete a marathon—and not a single event. So, all of this leads back to my opening question: I_s_ 70:20:10 still relevant for today’s learners? Or are we living in the past? We’ll explore that in part two of this blog series.Editor’s Note: This blog originally appeared on DDI's Talent Management Intelligence, DDI’s blog for talent management professionals.

Is 70:20:10 Relevant Today? Part 1

We know that stepping up as a manager is one of the most courageous decisions in a person’s career. Yet, 2014 research from the DDI report Leaders in Transition found that more than 87 percent of first-time leaders feel frustrated, anxious, and uncertain about their new role. Indeed, too often, first-time managers are left to sink or swim, trying to navigate the waters of their first management role without direction, development, or any knowledge of the dos and don’ts of formally managing a team. What's more, 42 percent of those new leaders around the globe who are moving through this transition are women, according to data from The Global Leadership Forecast 2014|2015 (GLF) from DDI and The Conference Board. Although more women graduate from college than men and are earning entry-level jobs in fields previously dominated by men, women are still outnumbered in the ranks of leadership.At the same time, the business case for gender diversity has never been stronger. That same global study found that organizations with more women consistently perform better financially. Companies in the bottom 20 percent of financial performance had only 19 percent women in leadership positions; companies in the top 20 percent have 37 percent female leadership.What’s Holding Women Back?Interestingly, even though women are under-represented in the leadership ranks, a lack of competence isn’t the culprit. The GLF found that female leaders rated themselves as effective as males on an entire array of competencies. Multiple other studies show that female leaders are every bit as competent as their male counterparts. In fact, DDI’s own testing and assessment processes, which look at real behavior, not survey data, show little difference in gender leadership competence for over 10,000 leaders.So, we dug a little deeper into the GLF data and learned that women cited a lack of opportunities to lead teams and to have global leadership experience—factors related to career advancement. This information begs the questions: Are women turning down opportunities given the travel requirements associated with a global leadership experience and the impact on family? Do they lack confidence to stretch into a larger role with more responsibility? Unfortunately, there aren’t clear answers to these questions.Authors Claire Shipman and Katty Kay—both prominent broadcasters—point out in their book The Confidence Code that confidence is a key differentiator. A quote from their book sums up the situation: “Men think they can and women think they can’t.” The GLF echoes this theme with women tending to rate themselves as less effective as a leader than their male peers.Not convinced yet? Recently, Real Simple/Time released its Success Poll. They surveyed 1,000 women on how they define success, how much importance they attach to success, as well as the risks they’ve taken to achieve it. Their polls revealed that only 8 percent of women consider themselves a success all the time. And, 36 percent of women often feel others at work think that they are more qualified than they think they really are.So, what women leaders need is an attitude change—or a different set of voices guiding the way. A great voice is Sheryl Sandberg, who writes in Lean In: Women, Work, and the Will to Lead_: "_Women need to shift from thinking ‘I'm not ready to do that’ to thinking ‘I want to do that—and I'll learn by doing it.’”The Wisdom of Women (and Madonna)In Your First Leadership Job, co-author Rich Wellins and I had some four dozen conversations with top women around the globe. Based on these interviews, here is some advice for women on the ascent up the corporate ladder.Fail often, fail well. Know and understand what is important to you, and be very clear on the goals you want to achieve. However, don’t be afraid to fail along the way. “Success is about working out what you want to do, not necessarily driving for the name or title, but more about the richness of what you’re doing.”Find someone who believes in you even more than you believe in yourself. These mentors and sponsors will be able to provide you with insight, guidance, and advice—and even challenges you haven’t yet encountered. “Make yourself meet these people, and continue to meet them within the organization,” because if you choose the right ones, they will back you when you need it most.Show your value, stand out. Demonstrate results and make them visible. However, take note that doing a good job is not defined by long hours, but by the outcomes you deliver. “Earning respect and doing a good job of what you do gets you a long way.”Be “Madonna-like” and Vogue. I challenge you to channel your inner rock star—in this case—Madonna. Madonna and performers of all types have mastered the ability to walk out on the stage with an air of confidence. Were they born this way, or did they develop this skill? It is likely that the confidence they project to the audience was developed over time. As a young singer, Madonna most likely was scared silly on the inside, but didn’t let those emotions show on the outside.Consider how this can help you. If you begin to put this into practice, you’ll see true results. And you won’t be alone. Eight percent of women strike a “power pose” to get pumped for a meeting, according to Real Simple/Time. It’s a bit of a cheat, but it works. If you strike a power pose before an important meeting or conversation, you will feel more powerful. Get pumped! Every meeting is an opportunity. Join the women leaders who know their power.So take a chance, seek a mentor, and strike a pose—and others will see you as poised, credible, and confident. In turn, you’ll build your own inner confidence to stretch, grow, sometimes fail, and overall learn.Editor’s Note: This blog originally appeared on DDI's Talent Management Intelligence, DDI’s blog for talent management professionals.

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