designing leadership development programs around a strong culture
DESCRIPTION
Designing Leadership Development Programs Around a Strong Culture Elaine Biech Arlene McCollum. What Keeps Your Leaders Up at Night?. Today’s Objectives. Present ASTD’s Model to design a Leadership Development Program (LDP). - PowerPoint PPT PresentationTRANSCRIPT
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What Keeps
Your Leaders
Up at Night?
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Today’s Objectives
1.Present ASTD’s Model to design a Leadership Development Program (LDP).
2.Provide a case study of an organization (OSI) that implemented a LDP.
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Today’s Objectives
3. Discuss actual examples of why to: Engage leaders. Align an organization’s drivers,
culture, and requirements.
4. Assess and compare your organization to 6 leadership development success factors.
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ASTD Leadership Development Process
Envision the Future
Lay the Foundation
Agree on and Articulate an Action Plan
Design the Developmental
Elements
Sustain Progress
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Lay the Foundation
Lay the Foundation
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Envision the Future
Lay the Foundation
Envision the Future
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Agree on and Articulate an Action Plan
Envision the Future
Lay the Foundation
Agree on an Action Plan
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Agree on and Articulate an Action Plan
Design the Learning
Lay the Foundation
Envision the Future
Design the Developmental
Elements
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Sustain Progress
Envision the Future
Lay the Foundation
Agree on and Articulate an Action Plan
Design the Developmental
Elements
Sustain Progress
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5 Phases
Lay the Foundation
Envision the Future
Agree on and Articulate an Action Plan
Design the Developmental Elements
Sustain Progress
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Lay the Foundation
Lay the Foundation
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Why Leadership Development? Identify Drivers
ASTD 2008 Research Retain High Potential Employees (79%) Improve pipeline (74%) Succession planning (65%) Translate organizational strategy (60%) Meet changing market needs (60%) Foster “talent magnet” mindset (55%)
One more: McKinsey study showed 22% higher return to shareholders
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Outback Steakhouse Inc. (OSI) Background
Started in 1988 Over 1500 restaurants worldwide Includes 7 brands Over $2 Billion in Revenue
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Outback’s Drivers Age of executives Climate for change Fast growth Fill a near empty “pipeline”
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Authentic OSI Guiding DocumentPeel back the layers of the onionTake care of people and business takes
care of itself/resultsThe litmus test
BeliefsPeople belongingTeamwork, shared goals, common purpose,
serve one anotherPreparing the team
CommitmentsPreparation, Sharing, Quality, Hospitality, Courage, Fun, Balance
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Reflections for ResultsOne question for each step in the
modelReflect on the questionsHelp you think about next steps for
your organization
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Reflection:What are Your Company’s
Drivers?
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Envision the Future
Lay the Foundation
Envision the Future
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Critical when Looking to the Future
1. Align the LDP to: Mission Vision Values Goals Strategic Plan Culture
2. Get leaders involved
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Leaders Must Be Committed Time Involvement Energy and enthusiasm Model roles Pro-active Budget
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OSI’s Desires for the Future
Maintain culture Foundation for ASTD’s model in place Increase bench strength Ensure restaurants in good hands Leaders lead the change
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“Success hinges on the bone-deep beliefs of the senior leaders of the organization. Do they really believe that their people can become great
leaders?”
—Jack Zenger Zenger | Folkman
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Reflection:How can Your Company’s Leadership Development
Program Link the Present to the Preferred Leadership Future?
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Agree on and Articulate an Action Plan
Envision the Future
Lay the Foundation
Agree on an Action Plan
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Your Action Plan: Take These Into Consideration
Create a development mindset 70 – 80% development occurs on the job Development occurs daily Begins with the organization’s leaders
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Important to Reach Agreement Beliefs in place C-Level blessing
Executives interviewed Executives practiced the process Summits
Traits defined Input from all levels
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10 Leadership TraitsLives the VisionPromotes Positive ChangeCommunicates with ImpactFosters Diversity and InclusionDisplays Balanced ThinkingBuilds PartnershipDevelops and Implements StrategyDrives the BusinessDevelops OthersDevelops Self
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OSI’s ActionsBuild on successful manager course
historyCreated an “official” leadership
department Invested time and money
ASTD model 360 degree feedback instrument ebb associates inc LMS Created support tools
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Reflection:What Actions Must
Your Company Take Next?
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Agree on and Articulate an Action Plan
Design the Learning
Lay the Foundation
Envision the Future
Design the Developmental
Elements
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Possible Design Features Competencies All employees Learning levels HIPOs IDPs Eligibility Referrals Selection
Formal education Systems alignment Succession
management Evaluation, ROI Mentoring/coaching Personal Improvement Daily Experiences
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Integration Into the Familiar Align with OSI’s Leadership Model Guiding document Linked cost effective workshops to
operation’s goals Created self-development tools on line
Self-development tool “Disciplines of Success”
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Reflection:What Design Elements fit Your
Company’s Culture?
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Sustain Progress
Envision the Future
Lay the Foundation
Agree on and Articulate an Action Plan
Design the Developmental
Elements
Sustain Progress
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Sustainability: Make it Better
Monitor Evaluate Improve
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Sustainment in a Strong Culture Build on the current culture Senior leadership on board Leaders continued to develop leaders Provided a train-the-trainer for those
already in place
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Reflection:What will be Critical to
Sustain Progress in Your Organization?
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Timeline for Building a Leadership Development
Program
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Estimated Timeline
Lay the Foundation 1 – 10 weeksEnvision Future 2 – 12 monthsAgree on Action 3 – 20 weeksDesign the Elements 3 – 12 monthsSustain Progress Ongoing
More detailed timeline at www.ebbweb.com
www.amcresourcegroup.com
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Organizational Readiness AuditYour Job Aid
Rate Your Organization
Use a Scale of 1-5
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Critical Success Factors
Future Focused
Leadership Responsibility
Leadership Quality
Results Oriented
Value Learning and Development
Long-term, Aligned Systemic Approach
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Scores Mean. . . 9 points or more:
GoodYou are on your way
Less than 9 points:Have some ground work to doProceed with caution
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“The important thing is that organizations take effective action—now! Taking no action will lead to problems with growth and profit in
the near future.”
—Bill Byham DDI
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Contact InformationElaine Biech
ebb associates inc
757.588.3939
www.ebbweb.com
Arlene McCollum
AMC Resource Group
253.686.4900
www.AMCResourceGroup.com