Wie man effektive Peer-Learning-Gruppen für Führungskräfte erstellt

Zusammenfassung

Peer learning groups bring leaders together in small groups to share experiences, discuss challenges, practice skills, and learn from one another. When thoughtfully structured, they complement formal and self-directed learning by creating opportunities for connection, reflection, accountability, and real-world application.

Denken Sie an Ihre letzte denkwürdige Lernerfahrung bei der Arbeit. Chances are you weren't absorbing information on your own, but interacting with someone else, like a facilitator who challenged your thinking, a manager who coached you, or a peer who helped you see a situation differently.

That human connection remains an important part of leadership development. In fact, one in six leaders say one of the biggest criticisms of their leadership development program is that they don’t get enough time to learn from colleagues. 

Peer learning groups create dedicated space for those connections. By bringing leaders together to discuss challenges, exchange perspectives, practice skills, and reflect on what they're learning, organizations can turn development into something leaders experience together, not on their own.

Peer learning works especially well as part of a broader development experience. When leadership development combines live learning, self-directed development, assessments, and opportunities to learn with others, leaders have more ways to build and apply new skills.

So how can organizations create peer learning groups that keep leaders engaged and help them apply what they’re learning?

What Are Peer Learning Groups?

Unsere Kunden verwenden eine Vielzahl von Ansätzen, die von der selbstgesteuerten bis hin zur von einem Ausbilder geleiteten Führungskräfteentwicklung reichen. But peer learning groups can strengthen these experiences by giving leaders dedicated opportunities to learn with and from one another.

Peer learning groups give leaders the opportunity to connect with other leaders, including those from other parts of the company. These groups help leaders get to know one another, strengthen connections, and build a shared leadership culture. In fact, according to the Global Leadership Forecast, 82% of leaders say they’ve made valuable connections with people they’ve trained with.

Beyond building connections, leaders learn more deeply when they share experiences. While self-paced digital learning can be highly interactive and engaging, peer learning groups provide a complementary, structured approach that gives leaders opportunities to discuss what they're learning, practice skills, get feedback, and apply new behaviors to real challenges.

This combination of approaches aligns with instructional design principles that emphasize active practice and application. Peer learning groups offer valuable opportunities for collaborative practice and feedback, reinforcing new leadership behaviors in a supportive environment.

Finally, peer learning groups give learners exposure to different kinds of leadership challenges. Kollaborative Lernformate bringen unterschiedliche Perspektiven, Erfahrungen und Erkenntnisse ans Licht und ermöglichen es Führungskräften, alternative Ansätze und Sichtweisen in Betracht zu ziehen. Through real-time dialogue and candid feedback from multiple perspectives, leaders can develop a more nuanced understanding of how their behavior affects others.

How to Create Effective Peer Learning Groups

Effective peer learning groups need enough structure to keep conversations focused while still giving leaders room to learn from one another. Start with these six best practices:

1. Keep Groups Small

We recommend groups of three to four leaders. Smaller groups give everyone more time to share experiences, ask questions, practice skills, and give one another feedback.

2. Bring Together Different Perspectives

Machen Sie sich Gedanken über das „Wer“. Pair leaders with people from different divisions, functions, or locations to expose them to perspectives and experiences they may not encounter in their regular roles. At the same time, make sure participants have enough in common, such as a shared development experience or set of leadership challenges, to keep the discussion relevant.

3. Share a Clear Structure in Advance

Geben Sie den Teilnehmern im Voraus eine empfohlene Struktur mit Themen und/oder Fragen, die zum Nachdenken anregen. Include instructions for any prework leaders should complete before the session.

The structure doesn't need to dictate every minute of the conversation. Instead, give participants enough direction to keep the discussion connected to their development goals.

4. Create Space for Discussion and Practice

Strukturieren Sie die Sitzung, um die Vermittlung von Inhalten mit einem sinnvollen Dialog in Einklang zu bringen. Dedicate at least half the time to active discussion, problem-solving, practice, and peer feedback.

Connect each session to the leadership competencies participants are developing. For example, leaders working on communication skills might discuss a challenging conversation, practice active listening techniques, and get peer feedback. Lassen Sie Führungskräfte spezifische Situationen identifizieren, in denen sie diese Fähigkeiten in ihrer täglichen Arbeit anwenden können.

5. Choose the Right Cadence and Session Length

Peer learning needs to fit realistically into leaders' schedules. Sessions of 30 or 60 minutes can allow enough time for meaningful discussion without creating unnecessary meeting fatigue. Choose a cadence that aligns with leaders' schedules and your program objectives, while giving participants enough time between sessions to apply what they've learned.

6. Give Peer-Led Groups Enough Structure

As with every learning experience, the session leader plays an important role in creating the right environment for discussion and setting the tone for success. Die Wahl des richtigen Kursleiters ist besonders wichtig für die erste Sitzung, da die Teilnehmer eine positive Modellierung neuer Fähigkeiten sehen müssen.

In many cases, clients choose someone from HR or their learning and development team to lead their first peer learning session. After the first session, groups can become more self-directed, with participants taking turns facilitating discussions.

Peer-geführte Gruppen brauchen jedoch immer noch eine Struktur, um den Erfolg zu gewährleisten. Give the session leader a set of discussion questions ahead of time. Include objectives, timing guidance, and other resources they need to keep the conversation focused and productive.

Ermutigen Sie die Lernenden schließlich, am Ende jedes Kurses zu rekapitulieren. Ask what they learned, what they plan to apply, and what would make the next discussion more useful. Session leaders can share broader feedback with the learning and development team so the experience can keep evolving based on leaders' needs.

Peer Learning Groups Make Development More Human

With self-directed learning now a standard part of leadership development, peer learning adds a critical layer of accountability, practical application, and connection to a broader leadership community. Führungskräfte stärken nicht nur ihre Fähigkeiten, sondern erweitern auch ihre Netzwerke, vertiefen Beziehungen und schaffen einen sicheren Raum, um Herausforderungen und Erfolge zu teilen. They also gain perspectives, ideas, and insights they might not uncover on their own.

The strongest leadership development experiences don't force organizations to choose between independent and collaborative learning. By incorporating peer learning groups into a broader development journey, organizations can give leaders the flexibility to learn on their own and meaningful opportunities to learn from one another.