Most executives not only have a solid formal education, they have also continued to learn at every opportunity. This learning has come about from formal skills development acquired at public courses, in-house programs, conferences, and, most importantly, by learning from mistakes!

Many of these formal learning opportunities diminish in value as you scale the corporate ladder. The number of programs available for executives is limited compared to the enormous quantity of programs for middle managers. However, the need to learn doesn’t diminish as you move toward the top. But the type of learning changes, as does the process. The content of new learning will be more strategic, and the process must be more engaging. So here are some alternative choices for the executive of today.

✓ Find a coach.

Business coaches are appearing everywhere. Unfortunately, many human resources and other professionals get into this business as a way of sustaining themselves between jobs, and therefore are often ill-equipped to be effective coaches. An effective coach will:

• have a demonstrated track record of success

• have certification from a recognized body

• be as interested in learning from you as you are from her

• be a good listener

• have been successful at overcoming some of the challenges you are
faced with or have helped someone else with similar issues

• be available at a time and place convenient for you

✓ Join peer networking groups.

There are many opportunities to meet with peers in network groups, such as:

• Young Presidents’ Organization (YPO). YPO is a worldwide organization
open to people who meet the following criteria:

• They are under the age of 45 at time of joining.

• They hold the title of president, chairman of the board, chief
executive officer, managing director, managing partner, or publisher
or the equivalent of any of these positions. A chairman of
the board/chief executive officer and a president of the same company
may not simultaneously be members.

• They employ at least fifty full-time people or pay salaries, excluding
the member’s, of at least $1 million.

• Their companies meet minimum annual revenue requirements or
have an enterprise value of $10 million as defined by the net
worth of assets before depreciation, an independent third-party
investment/valuation, or the company’s public equity value plus
its debt, less cash.

• Formal Networking Clubs. These clubs are most often franchises
run by well-connected local businesspeople. Membership is usually
limited to a dozen executives, none of whom are from competing
businesses. The members usually meet monthly, with each person
getting the chance to host a session, thereby giving others an opportunity to learn about a new business. Members share their concerns
in a confidential forum, allowing for input from others that may
shed new light on a vexing problem. By offering advice to one
another, these executives are often able to reflect on their own shortcomings,
as often there is a gap between what we know is right and
what we actually do. These clubs also bring in high-caliber speakers
who will challenge members with new ideas.

✓ Learn on the job.

Perfection eludes us all. We often fail to do things properly. But how often do we pause to reflect on the issue, figure out what we did wrong
and how we might deal with it differently the next time? Opportunities to improve yourself are considerable. So take the time after every unsuccessful meeting, futile attempt at problem resolution, miscommunication with a colleague, or failure to meet your customer’s needs, and figure out the problem. Take personal responsibility for fixing the problem by doing things better next time.

✓ Become a mentor.

That’s right—don’t find a mentor (not a bad idea either) but become one! How does mentorship help you learn? The best programs give senior managers an opportunity to mentor some of the best and brightest potential stars in the organization, often people with different technical backgrounds. This gives the mentor a wonderful chance to learn by exchanging information. And helping someone else grow enables you to develop yourself as well.

✓ Attend targeted executive education opportunities.

Set aside at least five days for your own personal education each year. Talk to others who have done likewise and see what kinds of opportunities exist. Keep changing how you do it, switching from a formal process to a less-formal one in the next program you take. Focus on opportunities that will stretch you and force you to operate outside your comfort zone.

✓ Be receptive to feedback—from your employees.

At least twice a year, absent yourself from departmental meetings and ask your employees to discuss your performance. One or two representatives can then summarize the discussion and provide you with key points on your strengths and areas that need development.

Leaders spend a good portion of their time in meetings, and much of that time is wasted. It is possible to cut meeting times in half, especially if you use a few simple techniques. These techniques are important since as a leader you will set the standard for meetings that others need to emulate.

1. Let people know in advance what the meeting is about. Send out an agenda showing:

• time and place
• meeting objectives
• items that will be dealt with
• any preparation needed

2. Start the meeting on time, even if some stragglers come late.
3. Provide a copy of the agenda.
4. Create common understanding at the outset. You should confirm that everyone understands:

• the purpose
• the amount of time that the meeting will take
• the process that will be used

5. Get organized. Since you will be preoccupied with the process and content, it is valuable to have others assist in different roles. For example, you may want to get volunteers to:

• keep time
• take the minutes
• record items on a flip chart, as needed

6. Keep the process moving, one item at a time. Each item may require a different process depending on whether it is:

• Information Sharing. This purpose often requires a formal presentation.
  It’s good to have visuals so that members can see what is
  being discussed.
• Feedback. This agenda item requires that you give everyone a
  chance to comment on an issue. Encourage people to listen to each
  other’s ideas, and record them on the flip chart if necessary. If
  there is concern that a few people will dominate the discussions,
  consider a round-robin approach—giving each person a chance to
  speak in turn—enabling people to ‘‘pass’’ if they have nothing new
  to contribute.
• Problem Solving. Take a systematic approach. Start with agreement
  about the nature of the problem. State it succinctly. Next, canvass
  for ideas as to the cause. If a variety of ideas are offered, consider
  recording these on the flip chart or with sticky notes. Group the
  ideas and discuss them until a consensus emerges as to which is/
  are the most important. Finally, agree on a plan of action, making
  sure that someone takes responsibility for each item.
• Planning. Create a list of items that need to be taken care of and
  allocate responsibility for each item. Get commitment to a specific
  date for completion.

7. At the end of the meeting summarize what has been achieved and any plans for a follow-up meeting. Thank those who have attended.

If the meeting has not been as constructive as you would like, take a risk and share that observation with participants. Ask them for ideas as to what could be done better next time.