Leadership, Learning, and Life are the three facets of who we are as individuals, as we learn and grow, work and play, take on leadership responsibilities, and live a full life with others.
The foundations of CCL’s work is built on applying the social sciences where the notion that who we are as leaders, how we go about learning, how we lead our lives outside of work, what we value, etc. Over the years of our leadership development work at CCL, we often heard stories from participants of how not only did they feel more capable managers and have better relationships in their workplace but also that their friends and family were commenting positively on the positive changes they had witnessed in the participant.
It is not necessary to pose a framing question so that it addresses Leadership, Learning or Life.
Contact Us+We'd love to hear from you!Give us a call or send us an email, and let’s get a conversation started! Instructions: This learning activity uses a self-reporting survey (questionnaire) for building teams that are more effective. We are able to achieve results due to planning, proper organization of tasks, and delegation of the tasks to the right team member(s). I have access to the necessary learning and development programs that allow me to stay up-to-date with my current job needs, in addition to learning new things that will provide me opportunities for growth. We collaborate by sharing ideals to ensure that our department's responsibilities are performed in an effective and efficient manner. Our team strives to build commitment and espirit de corps by innovating, socializing, and using rewards.
We are properly networked with the external functions that we give support to and those who support us. We receive the required support and resources needed to do our job in a timely and excellent manner. Surveys (such as this one), evaluations, and other performance indicators are given on a regular basis so that we always know how well we are performing.
Have the team decide on a couple of weaknesses to improve for this rating period (normally any survey question that scores 1 to 3, depending on their difficultly and the time lapse between this rating period and the next planned rating activity).
When will the action items be discussed by the team (e.g., during the morning start-up meeting every Tuesday and Friday)?
Good Team Leadership is normally not implemented in the short term, but rather is a long-term process, thus the survey should be taken on a regular schedule, normally about every 60 to 90 days. After you have completed the above activity, then continue with the Team Action Plan in order to decide what action items will be worked on next. Learning agility correlates significantly with long?term potential for promotion and staying out of trouble. The difference between successful people and those whose careers falter…is their ability to wrest meaning from experience.
Academics and practitioners disagree on a definition of learning agility, including how it differs from learning ability.
The Center for Creative Leadership's (CCL) white paper entitled Learning About Learning Agility proposes that learning-agile individuals practice disciplined personal development in five key ways. Consulting and training firm ChangeWise prefer the term leadership agility which they argue goes beyond learning agility. While there is disagreement on a definition for learning agility, there appears to be consensus when it comes to many of the factors used to measure it.
Learning Agility Assessment Inventory (LAAI) developed by the research team at Teachers College, Columbia University measures the five main facets of learning-agile behavior shown in the table above.
FYI™ for Insight Self-Awareness Assessment – (free card sort) This three-step assessment provides insight into strengths and weaknesses that can help you get what you want from your career. While some personality traits associated with agile learning are stable over time, experts all agree that many behaviors can be developed. For leaders who wish to learn more, CCL offers tips (see page 10) for improving learning agility as well as an on demand webinar in which they introduce their framework for understanding learning agility, as well as insights and tactics on how to use it to increase your own learning agility.


Finally, Bersin has recently made the case for greater agility at the organizational level. While the definition and measurement of this competency undergoes further refinement, it is clear that the case for building learning agility is not in dispute.
There is a way to learn. Using computer programming as an example, Nicholas Negroponte, founder of the MIT Media Lab, discusses his theories on learning.
Corporate leadership should inspire a desire to set goals forever within reach but unending, within one’s personal work life, and within the company which they should feel inalienably integral to. This primarily involves a state of constant learning, and a desire to acquire knowledge for knowledge’s sake. These are the qualities any company, large or small, should instill in their employees, and this is a responsibility that falls squarely on corporate leadership, even if by proxy through department heads or subordinate leadership individuals.
This is of course no small feat as people will be who they plan to be, if skill is not applied in guiding them. Corporate leadership is the ability to do this, organically, so that nobody feels they are being manipulated, when in reality, all of society is just layered, largely benign manipulation. Each Wisdom Explorer™ quote has been selected to represent the wisdom of one or more of these facets. During the delivery of leadership development programs, we often heard participants confess that they have just learned something about themselves from their co-workers that their life partner has been telling them for years.
Indeed the coding on the cards is subtle to discourage seeking out cards based on just one domain. We are professional technologists, writers, designers, instructors, and artists passionate about learning solutions. From concept to completion, we weave technology, media, instructional design into beautiful, effective, award-winning learning. While a team leader may use it as a daily or weekly checklist, it is designed to be given to all team members as a means to monitor and improve team performance. After they have completed it, have them complete the Team Action Plan (it is listed after the Team Leadership Survey). When they are incorrect, we are agile enough to rapidly adjust to fit the needs of the situation or environment.
You not only want to learn what went wrong, but you also want to learn from the things that go right.
O'Connor Associates (AJO) facilitated session for leaders in the hospitality industry, learning agility was rated last in our ten 2020 leadership competencies in terms of perceived importance and leadership development needs. Learning agility has been defined as the “willingness and ability to learn from experience, and subsequently apply that learning to perform successfully under new or first-time conditions.” De Meuse et al.
To compare and contrast the models, we've mapped the characteristics of each model in the table below.
The first four facets enable one's learning agility and the fifth frustrates or impedes it. This includes a 30 minute self-assessment, the Choices Architect® multi rater assessment and an interview protocol process.
View your results online which will show you the "21 leadership characteristics for success" and the "Five that get you fired!" Each characteristic is explained in terms of what skilled and unskilled on this dimension looks like. Their white paper is also an excellent read, offering tips and suggestions for becoming more learning agile. ChangeWise offers several resources, including a book, whitepaper, free power style assessment, blog and LinkedIn Group. Marshall Goldsmith addresses the question of how the leader of future is different than today?
This on demand webinar introduces the Center for Creative Leadership's framework for learning agility.


I hear and read a lot of debate on the definition of corporate leadership, and what it entails and applies to.
Well, basically, corporate leadership is also responsible for instilling a growth mentality in employees. This is the ability for everyone to see past immediate application and see the lasting benefit of the enrichment new learning and new practice may bring them. This is even more of the truth with adults who feel they do not need guidance beyond instruction on how to do a job. It’s being not only a role model, but also someone with a sense of how people work, and the dynamics of people and mindset that drive constant business growth and capacity to stay with the times both philosophically and technologically.
CCL research demonstrates that activities that take place outside of the regular workday contribute to a leader’s effectiveness as a manager.
That a quote from one of the three domains can become valid in another is often a fascinating piece of data that may lead to further insights. Spend a few minutes discussing them, mostly to determine if you can gain any new learnings from them.
Executive coach and author Marshall Goldsmith conceded that learning agility was overlooked in his 2008 research on how future leader competencies are different from yesterday. In particular, pages 11-12 offer development activities and personal challenges under each of the five factors.
It also offers insights and tactics on how to use the framework to increase your own learning agility. Many schools of thought look to corporate leadership as a leadership presence with entrepreneurial gusto, great business wits and excellent skill with monetary management. It’s also very much about cultivating a successful corporate culture with individuals forever in growth, and a company view that never looks assay from the eternal horizon of the future. Complacency and living in a rut, as many career workers do, is actually a bad mindset, and one that promotes stagnation and misery for all involved.
So, it’s on corporate leadership to set the example by themselves being always in learning and always in growth. A concept underlying CCL’s Leadership Development Program® is that if we can help managers lead happier and productive lives, they in turn will help others lead happier and productive lives (from a conversation between Bob Dorn, designer of the program and David Magellan Horth).
Kennedy Quotes“Let us not seek the Republican answer or the Democratic answer, but the right answer.
Learning agility is one of the ten Leader 2020 competencies identified by AJO and arguably, it is more important than ever as leadership roles become more complex in the dynamic, uncertain and global business environments in which we operate today. A three-step assessment that offers insight into strengths and weaknesses that can help you get what you want from your career. A business wizard if one will, who can apply these skills to guide a business from a mundane startup to an enterprise of epic scale and success. In the late 1990’s, CCL made this link more explicit and recognized the participants insights by absorbing the conceptual trilogy: “Leadership Learning and Life” into its brand.
As corporate leadership, you’re a role model, not unlike a big brother, parent or teacher. Kennedy×Customize & ShareYou can add your own message to the quote and share it with your friends!
Your employees look to you in how they perceive expectations of themselves, so use this to your advantage.



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