There’s a lot of talk in business today about the importance of demonstrating leadership at every level. Yet, many organizations still play it safe, earmarking far more leadership development opportunities for designated “high potentials.”  This strategy might seem efficient, but if you want your team to win a race, wouldn’t you want every runner to have a shot at being first?

The future of work will not be determined by technology, but by creating the right mix of education, exposure, and experience needed to develop skills and put them to work, creating a vastly more productive workplace and economy. In this article, the authors recommend a “70/20/10” learning model, in which only 10% of learning comes from formal instruction (education), 20% from social learning or mentorship (exposure), and 70% from hands-on, experiential practice with feedback (experience).

For my entire life, I’ve struggled with anxiety, insomnia, and obsessive worries about things I can and can’t control. My friends chide me as the most paranoid risk-taker they know. Sometimes it helps me, but sometimes it absolutely doesn’t. When I’m facing a big moment, I can become absolutely paralyzed and completely unproductive. My body rebels, putting my success at risk simply because my brain won’t shut off and let me get rest. It’s a fight-or-flight response, a constant need to be at high alert—to look for danger.

It is gratifying to witness practical new research on a topic that has been around for centuries. Feedback is a topic one can constantly research, analyze, and implement new practices. Some of these new insights on feedback run contrary to prevailing beliefs. Others challenge bedrock assumptions that have grown up with the modern conceptions of organizations.