IN THE CURRENT TURBULENT CLIMATE, when playing to win in knowledge and innovation-based economies, as well as in fast-moving environments (such as high-tech sectors in which knowledge is the key to innovation and an important asset for achieving strategic agility), good leaders should always be mindful of their own learning and development. "Learning to learn" has always been important, of course, but it is most critical for leaders - especially given the current fluid work day, which often goes beyond the usual 9 to 5, and the fact that an organization's design is constantly evolving. Consider how common the virtual workforce has become. A survey by the American Society for Training & Development (ASTD) finds that although almost all executive respondents indicate that either all or some of their employees could conceivably work virtually on an as-needed, set-schedule, or full-time basis, only 21 percent of their organizations provide the kind of training that would help those employees adapt to a virtual environment. At the same time, more than 75 percent of the respondents report that receiving training to be an effective virtual leader is either "important" or "very important."
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