guiding growth: future trends in leadership development
DESCRIPTION
"Guiding Growth: Future Trends in Leadership Development"From a webinar originally presented on April 18, 2011.TRANSCRIPT
Guiding Growth: Future Trends in Leadership Development
April 19, 2011
Jami Wolfe, Ph.D. Kelly Reed, M.S.Consultant Consultant
Presenters
Upcoming Events
• April 26th - Complimentary Seminar: "Comprehensive Talent Management for Organizational Success“
• May 3rd - Complimentary Seminar: "Building a Culture of Integrity“
• June 2nd - 5th Annual Family Business Speaker Series: "Keystones for Family Business Success“
• June 24th - Registration Deadline for 2011-2012 Leadership Advantage ProgramFor more information, visit our events page:
www.cmaconsult.com/calendar.aspx
Agenda
1. Trends/best practices in leadership development (LD)
2. Implementing leadership development programs (LDPs) in your organization
3. CMA case studies:– Accelerating through Transitions: “Hi-Po Harry”– Getting Back on Track: “Senior Sally”
A Brief History
Job rotations
1920
Mentoring 1930
T-groups (post
WWII)
Individual to shared leadership
Leader Development
Intervention designed to improve this leader’s capabilities
Leadership Development
Intervention designed to improve these leaders’ collective capabilities
The Changing Nature of Leadership(Martin, 2006)
Techniques for LDPercentage of Companies Using Various Leadership Development Interventions
(Conference Board, 1999)
INTERVENTION U.S. COMPANIES EUR. COMPANIES
TOP EXECS OTHER MGR TOP EXECS OTHER MGR
360 FEEDBACK 79% 81% 53% 58%
ASSESSMENTCENTERS
20 20 25 42
TRAINING 72 89 72 81
ACTION LEARNING 22 45 8 36
FORMALMENTORING
13 38 17 25
EXECUTIVECOACHING
76 42 61 31
Best Practices in LD• Effective LDPs (Miller & Desmarais, 2007):
1. Align LD with strategic initiatives2. Supported by key stakeholders3. Assess the impact of culture4. Link LD to other HR processes5. Sustain development through support of others
Why LD Efforts Fail
• “Ownership is Power” Mindset– Power and politics interfere
• Productization of LD– Not linked to strategy
• Make-Believe Metrics– Not linked to program objectives
(Ready & Conger, 2003)
1. LD is a growing concern 2. Continued research 3. Be wary of LD as a “one-size-fits-all” product4. Guiding philosophies of LD5. From developing individual capabilities to building organizational
capacity
(Riggio, 2008)
The Future of LD
Application For Your Organization
• Phase I: Initial Planning– Business strategy– Organizational needs analysis– Desired outcomes
• Phase II: Program Design– Form task force/steering
committee– Follow best practices:
1. Align with the business2. Follow adult learning principles3. Build networks4. Require practice5. Build in feedback6. Extend over time7. Emphasize learning transfer8. Evaluate using appropriate metrics
• Phase III: Pilot Program – Implementation– Evaluation– Modification
• Phase IV: Full Program– Implementation– Evaluation– Ongoing calibration
(Yost & Plunkett, 2010)
Summary of Trends, Best Practices and Research
Context Assessment Development Planning Training Experience Partnerships
HiPo Harry:• “High Potential”• Moving into a new
management role• Quick riser• How do we ensure that he will
stay on track?
Senior Sally• Mid to late in her career• Was considered a high
potential but has now stalled• Where does she want to go?• What should the organization
do with her?
70% Training
20% Support
10% Experience
10% Training
20% Support
70% Experience
The Process
Strategy
Action Learning ExperienceSupportAssess & Develop
Competencies
DISCOVERYOUR
POTENTIAL
CONTEXT
First we get to know the individual, their situation, their
challenges in the organization, and their
success stories.
We learn as much as we can about the
organization and its strategy.
We get their perception of the baseline.
Assessment• Individual assessment
– Personality– Motivation– Leadership– Critical reasoning and problem solving
• In-depth interview– Past, present, and future context– Perspective
360 EVALUATIONS
VS.
Strategic
Extroverted
Social Presence
Insightful
Responsible
Conscientious
Achievement
Agreeable
Persuasive
Open to Experience
Create a Development Plan
• Identify the GAPS between where the individual is today and where they need to be in the future
• What are the 2-3 strengths ?• How can they leverage their strengths to help the organization?• What are 2-3 areas of development?
Strategy
Action Learning Experience
Support
Assess & Develop Competencies
SUPPORT
• Where does the support come from?– Horizontally from peers– Vertically from sponsor
in organization– Externally from the
CMA coach
20% Support
10% Training
Leadership Retreat
LEARN AS ATEAM
Into The World
70% Experience
ACTIONLEARNING PROJECT
Coaching
DEPARTMENT BENCHMARKING
POTENTIAL NEW MARKET CERTIFICATION
ACQUISITION ANALYSIS
CREATING WELLNESS INITIATIVES TO IMPACT THE BOTTOM LINE
HOW DO WE FIND OUR NEEDLE
NATIONAL PROCUREMENT PROCESS-
ACHIEVING THE BEST POSSIBLE VALUE
The Leadership Story
REACH PEAK
PERFORMANCE
• Real-Time Leadership Development (2010), by Paul Yost and Mary Plunkett
• Why Leadership Development Efforts Fail (2003), in Harvard Business Review, by Douglas Ready and Jay Conger
• Best Practices in Leadership Development and Organizational Change (2005), by L. Carter and colleagues
• Global CEO Study (2010), by IBM
Resources
Summary
Context Assessment Development Planning
Customized Training Experience Partnerships
Coaching & Mentoring
• Thank you!Contact Us
Jami Wolfe, Ph.D. Kelly Reed, [email protected] [email protected]
www.cmaconsult.com 314-721-1860
Questions?