Who hasn't experienced this: You spend a day in a workshop. As soon as you leave the room, most of it is already gone. Leadership development requires more than just inputs in the seminar room. The 70/20/10 model demonstrates how sustainable learning works – and why mentoring makes all the difference.

The 70/20/10 Model at a Glance

The model originated in the 1980s. Researchers at the Center for Creative Leadership in North Carolina wanted to find out how successful managers build competencies. The evaluation showed: Only a small portion of learning happens in formal training. Experience and interaction with others are crucial. Since then, many companies have used the model as a foundation for personnel development.

The three pillars of the model:

1. 70% Practice

   Learning happens directly on the job. Leaders develop as they take on responsibility, make decisions, and deal with consequences. Mistakes and successes are part of the process.

   
   

2. 20% Mentoring & Exchange

   Learning occurs through role models, mentors, and feedback. Leaders benefit from experiential knowledge that isn't found in books. Dialogue with mentors fosters reflection and personal growth.

   
   

3. 10% Training & Theory

   Seminars, workshops, and e-learnings complement the learning process. They provide basics, models, and methods. However, without application and reflection, the knowledge remains superficial.

   
   

"Tell me and I forget, teach me and I may remember, involve me and I learn." Benjamin Franklin

Why Mentoring is More Effective than Workshops

Sustainability Instead of One-off Effect

A workshop offers input, often compressed into a few hours. Participants take away ideas, but without follow-up, the impact diminishes. Studies show that content fades significantly within 30 days if not applied. Mentoring works differently. Learners remain in a process for months. Each exchange builds on previous discussions, creating a continuous learning effect.

Transfer to Practice

Mentoring promotes direct implementation. A mentor supports projects, discusses challenges, and provides feedback. For example, a leader attends a workshop on feedback conversations. Without support, applying it remains difficult. With a mentor, they can reflect on real conversations, adjust strategies, and recognize progress.

Personal Development

Workshops are aimed at groups. The content is general. Mentoring, on the other hand, is individual. Mentor and mentee develop a relationship that builds trust. This not only enhances professional competence but also emotional intelligence, self-reflection, and resilience – key skills for leadership.

Conclusion

Workshops have their place. They bring people together, encourage exchange, and provide inspiration. But without other learning formats, they remain isolated. The risk: Participants return to everyday life, do not apply the content, and lose what they learned. The 70/20/10 model makes it clear that learning is a process. 70% stems from experience, 20% from mentoring, 10% from training.
Workshops are valuable when integrated. But the sustainable impact arises through continuous learning with mentors and application in daily life.

For the development of leadership skills, mentoring is therefore indispensable.