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Welcome to FrameBreaking Leadership Development.

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My name is Mark Kizilos.

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I’m the founder of Experience-Based Development Associates

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and the creator of the FrameBreaking Model.

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So, what is FrameBreaking?

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FrameBreaking Leadership Development is a new approach

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for helping you to get on an accelerated development path.

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The best leaders are on a "steeper trajectory."

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They make more significant contributions at a faster rate than others.

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To do that, you need to learn more, faster from your experiences.

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There are three ways that you can learn

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what you need to be a more successful leader.

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The first is through formal learning--

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training programs and books, for example.

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But it turns out that you can only get about 10%

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of what you need to be successful through formal learning.

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You can learn more from other people--

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coaches, mentors, colleagues, peers. But that only accounts

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for about 20% of what you need.

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By far the most important source of learning

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is your work experience.

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But most people are not usually that tuned in to learning

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from their work. Instead, the focus is solely on performance.

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While getting results is critical, if you want to be ready

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for larger and more significant challenges,

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you also need to be consciously learning from what you are doing.

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FrameBreaking provides a tool for accelerating your development

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by looking at experiences along two critical dimensions:

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The first dimension is Intensity.

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More intense experiences have higher learning potential.

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You can think of Intensity as describing experiences

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with “more performance demands” than you have had in the past.

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The intensity of an experience comes from diverse sources:

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Needing to work on tight timelines,

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Having responsibility for bigger, whole pieces of work,

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Taking risks that put financial resources or

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your own reputation at stake,

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Doing work that has the potential for significant impact

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on the organization versus work that may result only in

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“nice-to-have” outcomes,

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Doing work that is visible to large and important audience,

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And knowing that others have high expectations.

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The dimensions of Intensity form the acronym THRIVE

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to make the point that in highly intense experiences,

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you need to THRIVE in order to survive.

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You need to be fully engaged and committed--

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you can’t go through the motions

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or fake your way through and be successful.

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As the intensity of an experience increases,

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the learning potential increases as well.

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The second dimension is Stretch.

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Experiences that involve doing things you haven’t done before

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have higher learning potential.

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If Intensity is “more performance demands”

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you can think of Stretch as “different performance demands”

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As with Intensity, the stretch of an experience comes from diverse sources:

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Needing to work with others who are different from you,

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who hold different perspectives or think differently,

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Needing to develop new expertise or learn new knowledge,

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Doing work that requires you to be more adaptable or flexible

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than you have had to be previously,

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Working in a different context--in another country or geography,

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another function, market or type of business,

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Or, simply needing to do things that you haven’t done before…

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for example, giving speeches, making budget decisions,

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or, representing the company in public forums.

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The dimensions of Stretch combine to form the acronym REACH

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to emphasize extending yourself into new areas beyond the familiar.

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Combining the Intensity and Stretch dimensions together

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creates the FrameBreaking model and four distinct types of experience.

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Before describing the four types of experience,

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there are a few points about the model that are good to keep in mind.

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First, the model is subjective.

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For example, work that you describe as low in Intensity or Stretch,

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someone else might describe as high on both dimensions.

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Your response to the situation will depend upon the experiences

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that you’ve had previously and the capabilities that you’ve developed.

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Second, the model is descriptive.

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Although I refer to the model as the FrameBreaking Model,

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that’s not because you should be always looking for FrameBreaking opportunities.

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FrameBreaking is the most transformational type of experience,

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but it also comes with the most significant risks.

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The point here is that no one type of experience is better than another.

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You can learn and get value from all of the four experiences.

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The question is, “which will give you what you need, given where you are trying to go?”

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Third, the model is dynamic.

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The flow of activities and challenges that you face on a regular basis

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probably presents you with all of four different experience types at different times.

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Within a given day, week, or month, you can dynamically

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from one experience type to another.

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So, don’t think of the model as providing a static view of where you are.

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Finally, the model is developmental.

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What is at first high in Intensity or Stretch,

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over time becomes low or moderate as you develop new capabilities.

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Early in your career, before you had much experience,

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the challenges you saw as significant probably now seem trivial.

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As your capabilities grow, it takes larger and different

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challenges to move you out of the Delivering zone.

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Delivering involves “doing things you’ve done before”

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or things that involve proven abilities.

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These situations are low to moderate on both Intensity and Stretch.

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In Delivering experiences you have the chance to:

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apply well-developed skills,

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leverage your strengths,

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gain a feeling of accomplishment from meeting expectations,

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and build confidence in your abilities by doing work on which

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you know you can succeed

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The learning from Delivering-- less dramatic than with

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the other experience types--is sometimes referred to as

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“seasoning” or “getting more time in the job.”

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Mastering involves taking on a greater challenge

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within your area of expertise. These situations are

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high in Intensity but only low to moderate in Stretch.

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In Mastering experiences you have the chance to:

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develop more advanced skills,

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build on your established strengths,

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achieve higher levels of excellence.

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Mastering experiences often develop expertise that is critical

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to making a significant impact on your organization.

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Broadening involves working in an area with little or no prior experience.

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While these situations are high in Stretch,

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they are only low to moderate in Intensity.

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In Broadening experiences, you can:

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develop new and different skills,

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learn outside of your own area,

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expand your perspective through new knowledge and experience

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Broadening provides the benefit of seeing and doing

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new things without the additional pressure that comes with a high level of Intensity.

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FrameBreaking involves doing intense work that is

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outside your area of expertise.

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These situations are high in Intensity and Stretch.

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The term FrameBreaking is used because you need to

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break the frame on what got you to where you are today.

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You will likely need to:

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change past ways of thinking,

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challenge some deeply-rooted assumptions about how to be successful,

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develop new and different skills.

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While FrameBreaking presents a transformational

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growth opportunity, it also involves a high level of risk.

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Leaders who fail in FrameBreaking experiences can face

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major career setbacks or derailment.

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This brief overview should give you enough of an orientation

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to the FrameBreaking model to start applying it to your own experiences--

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past, present and future. I hope you take the next step

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and start using the FrameBreaking tools to

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think differently about your work experiences to achieve more, faster.