Building Leadership

The 70-20-10 Leadership Development Model

Business concepts go in and out of fashion with bewildering speed. But one concept that has stood the test of time is the 70-20-10 leadership development model. Pioneered by the Center for Creative Leadership and based on 30 years of study of how executives learn to lead, it rests on the belief that leadership is learned through doing. There's plenty of evidence to support that belief, including a study by the Corporate Leadership Council that concluded that on-the-job learning has three times more impact on employee performance than formal training.¹

As the 70-20-10 name implies, the learning model calls for 70 percent of development to consist of on-the-job learning, supported by 20 percent coaching and mentoring, and 10 percent classroom training. The model has spread widely in the corporate and nonprofit worlds, with various organizations putting their own imprint on it.

The 70-20-10 model's three components reinforce one another, adding up to a whole that's greater than the sum of its parts. The model builds on research showing that human beings retain information most effectively when they gain it in a practical context. Learning is even more powerful when the lessons of experience are reinforced through informal discussion with people who have performed similar work. These veterans can point out common pitfalls, offer practical advice, and help steer the learner away from bad habits. To emphasize the value of experience, however, is not to slight the importance of formal learning. But formal learning is most valuable when it supplies technical skills, theories, and explanations that apply directly to what is learned through experience – and when it is both valued and quickly integrated within the work environment. In studying their own leadership development programs, for example, American Express found that the effect of formal training increased significantly when the participants' manager engaged with them on the training both before and after the training session.² Training was most effective when:

  • The learner had one-on-one meetings with his or her immediate manager to discuss how to apply the training in his or her specific role.
  • The learner perceived his or her manager endorsed and supported this specific training.
  • The learner expected to be recognized or rewarded for the training-related behavior change.

The lesson for nonprofits is clear: Leadership development programs are only as good as the managers who implement them.

¹ The Corporate Leadership Council Human Resources. www.clc.executiveboard.com.
² American Express Corp., "The Real ROI of Leadership Development: Comparing Classroom vs. Online vs. Blended Delivery."

This work by The Bridgespan Group is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 United States License. Permissions beyond the scope of this license may be available at Bridgespan's Terms of Use page.

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Janet Krzyminski
When it comes to donor giving information, can the board request specific information on donor giving other than what is published in the organization's annual report in donors giving levels?
2/25/2016 12:07:12 PM

russ larkin
How common it is for public organizations like the library, get the library director to authorize CORI checks on board members after they have been nominated, appointed and sworn in by the mayor. Is it common to signal out new board members only to do cori checks on them?
12/11/2015 3:58:27 PM

lindsay.coleman@bridgespan.org
Hi Mac,

Thank you for submitting your question.
While we are not best equipped to answer this question may I suggest that if you are a board member yourself you join our nonprofit board group on LinkedIn and ask the question of the community?

Here is the link with more information about our LinkedIn groups: http://www.bridgespan.org/Services-and-Expertise/Services/Networking-Groups.aspx

Just make sure your nonprofit board is listed on your profile and we can approve you to join. We also offer groups for nonprofit CEOs, COO, CFO, Marketing, Fundraising, etc.

Best,
Lindsay
7/13/2015 9:14:12 AM

Mac Sauer
Our Board is made up of 6 elected officers and 13 appointed Committee Chairmen, and it handles the business of the organization. Should the appointed Committee Chairs be allowed to vote on all business that comes before the Board?
7/11/2015 7:43:24 PM

Carole Matthews
Hi Lisa,

Bridgespan.org has a number of resources that may be of help.

- The Nonprofit CEO Transitions Resource Center (http://www.bridgespan.org/Publications-and-Tools/Leadership-Effectiveness/Lead-and-Manage-Well/Nonprofit-CEO-Transitions-Resource-Center.aspx)

- The Nonprofit Board’s Role in Onboarding a New CEO (http://www.bridgespan.org/Publications-and-Tools/Nonprofit-Boards/Resources-for-Board-Members/Nonprofit-Boards-Role-in-Onboarding-a-New-CEO.aspx)

- Finding the Right Nonprofit Leader (http://www.bridgespan.org/Publications-and-Tools/Nonprofit-Boards/Resources-for-Board-Members/Finding-Right-Nonprofit-Leader.aspx)

- You may also be interested in joining Bridgespan's Nonprofit Board LinkedIn group for support (http://www.bridgespan.org/Services-and-Expertise/Services/Networking-Groups.aspx)

While we don’t specifically address the death of an executive director, the resources address what a board can do to manage the transition to a new CEO, the option of hiring interim executive management while the board determines the best next steps, and more. I hope these help.
6/15/2015 12:24:20 PM

Lisa Curtis
I want to know if a Executive Director of a Non-profit passes away, what is the responsibility of the Board to replace him/her?
What's the process? And how do we go about it?

Thanks,
Lisa Curtis
6/3/2015 9:23:10 AM

Ricky Gray
We are 503 C(3) Community Center for Hearing Loss, We were denied for any grants because of improper Board members.
Questions: Who should be on Board of Directors? and Who should not be on Board?
We have 5 ordinary people on the Board, Isn't that ok?
3/23/2014 1:20:36 PM

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