Harvard Business School published The Handbook for Teaching Leadership: Knowing, Doing, and Being in 2011.
The primary objective of the book was to explain why leadership development depends three prongs: the practice of leadership (doing), changing one’s mindset (being), and acquiring new ideas (knowing). Interestingly enough, Harvard Business School redesigned their MBA program upon this principle of Knowing-Doing-Being.
With such a powerful opportunity to become practitioners and not simply proponents of leadership, leaders have an opportunity to implement the Knowing-Doing-Being principles to their leadership development strategies. For instance, this might include 360-degree evaluations, coaching, or experiential on-the-job training.
Whatever path is taken, opportunities abound for leaders to take their leaders to another level.
Dawn McCoy, author of Leadership Building Blocks: An Insider’s Guide to Success
