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What are the primary of

objectives of your leadership

development program??

?We have re-evaluated

leadership competencies

for our organization in the

past 6 – 12 months.

“[T]he most successful

strategies are those that

make learning a

continuous process,

hardwired into a

company's metabolism.“

Meghan Biro, The New

Rules of Leadership

Strong

Executive

Involvement

Tailored

Leadership

Competencies

Alignment with

Business

Strategy

Target Multiple

Levels of

Leadership

Learn By Doing

and

Application

5 Ways to Unlock the Hidden Value in Your Emerging Leaders

Building Teams Own Personal

Development

Clearly Connect

Performance and Bottom

Line Results

1. Executive Involvement

Financial Results

Key Employee Retention

Improve Organizational IQ

Business Impact

86%

see leadership shortfalls

as a top-3 issue

Leadership capabilities

in 2015 are no higher

than in 2014 despite

the fact that this was

the #1 issue in 2014.

Leadership spending

increased by 14% in

2014 with no real impact

or results.SOURCE: Bersin by Deloitte: Global Human

Capital Trends 2015

360MILLION

WORKERS WILL RETIRE FROM THE

GLOBAL LABOR FORCE BY 2030

Up to 40 to 50% of imported executives

fail within the first 18 months – internal

development is key to success!

SOURCE: McKinsey Global Institute

Knowledge transfer might be the single best reason to

improve your leadership development program . . . now.

33%

by

2016Of the workforce will be over the age

of 50. Up from 27% in 2007

SOURCE: U.S. Census Bureau

48%

Of companies have no intention to do any

strategic planning about how retirement

affects their business!

SOURCE: AARP Poll

Experience,

knowledge, and skills!

Employee Retention

Customer Satisfaction

Employee Productivity

SOURCE: Making the Business Case for Leadership

Development, The Ken Blanchard Companies, 2011.

Poor Leadership Practices

Negatively Impact

Employee Retention

As much as 32% of an organization’s

voluntary turnover can be avoided through

better leadership skills.

SOURCE: Making the Business Case for Leadership

Development, The Ken Blanchard Companies, 2011.

Poor Leadership Practices

Negatively Impact

Customer Satisfaction

Better leadership can generate 3-4%

improvement in customer satisfaction

scores…corresponding to 1.5% increase in

revenue growth.

SOURCE: Making the Business Case for Leadership

Development, The Ken Blanchard Companies, 2011.

Poor Leadership Practices

Negatively Impact

Employee Productivity

Better leadership practices could eliminate

5-10% of productivity drag.

SOURCE: Making the Business Case for Leadership

Development, The Ken Blanchard Companies, 2011.

Poor Leadership Practices

Negatively Impact

Focus on

people

development

and growth

Look to the

future and

strengths

Maximize

potential

Challenge the

status quo

2. Tailored Leadership Competencies

Great Man

Theories

Leaders are born,

not made

Group Theories

Leadership emerges

in small group

settings

Trait Theories

Universal leadership

traits that can be

taught and learned

Behavioral

Theories

Behavior patterns

that results in

leadership success

Leadership Models For Development

Contingency

Theories

Leadership

behaviors in specific

situations

Excellence

Theories

Traits, behaviors,

and situations allow

people to lead

Transactional /

Transformational

Theories

Behaviors in specific

situations

Social / Connected

Theories

…

Leadership Models For Development

SOURCE: futureworkplace.com

• Inclusive decision making

• Genuine solicitation of feedbackCollaborative Mind-set

• Mentors and coaches team

• Provides straight feedbackDeveloper of People

• Use technology to connect customers and employeesDigitally Confident

• Has a diverse mind-set

• Prioritizes social responsibilityGlobal Citizen

• Builds accountability across levels

• Champions innovation

Anticipants and Builds

for the Future

Leadership 2020 Model

Learning Agility Defined:

The willingness and ability to learn from

experience and the ability to apply what

you’ve learned for effective performance in

new or unfamiliar conditions.

People who are learning agile: Seek out experiences to learn from; enjoy

complex problems and challenges associated with new experiences because

they have an interest in making sense of them; perform better because they

incorporate new skills into their repertoire.

A person who is learning agile has more lessons,

more tools, and more solutions to draw on when

faced with new business challenges.”

Source: Victoria Swisher, Becoming an Agile Leader

Self-AwarenessSelf-

Management

Social

Awareness

Relationship

Management

Emotional intelligence is the foundational skill set.

The most effective leaders are all alike in one crucial way: they all have a high

degree of what has come to be known as emotional intelligence. It’s not that

IQ and technical skills are irrelevant. They do matter, but…they are the entry-

level requirements for executive positions…

…emotional intelligence is the sine qua non of leadership. Without it, a

person can have the best training in the world, an incisive, analytical mind,

and an endless supply of smart ideas, but he still won’t make a great leader.

Source: Daniel Goleman, What Makes a Leader,

Harvard Business Review

3. Align with Business Strategy

Identify

successors for

critical roles

Enhancing

effectiveness of

current leaders

Accelerate the

development of

high potentials

Develop

leadership bench

strength

Influence or

change company

culture

Increase

employee

engagement and

productivity

VISION:

Where are we going and why?

STRATEGY:

How will we get there?

RESOURCES:

What’s available and needed?

Leadership in Your Organization

What do you need your leaders to do to be successful?

Uncertainty Changing DemographicsNeed for Speed

Key Challenges Faced By Our Leaders

V U C AVOLATILITY UNCERTAINTY COMPLEXITY AMIBIGUITY

With each generation entering the workplace, a greater emphasis is placed

on continual development as these new employees know that they are

unlikely to stay more than a few years;

…IT’S ABOUT WHAT THEY CAN DEVELOP AND ACQUIRE TO TAKE TO THE

NEXT STOP IN THE CAREER JOURNEY.

We know that effective leaders are one of the most important influences on

levels of engagement.

Source: Rebecca Ray, Employee Engagement in

a VUCA World

4. Target Multiple Levels

Supervisory and Team Lead

High Potential Employees

Managing

New Managers And Newly Promoted

Advanced Leadership

Mid And Senior Level Managers

Technical And Professional

Executive Development

Senior Directors And Vice Presidents

Developing Learning Plans at

Different Levels

Supervisory and

Team Lead

• Changing roles and

communication

• What is leadership

• Working with peers

• Delegation

• Establishing

credibility

New Managers

• The management /

leadership mix

• Working with peers

• Developing others

• Emotional

intelligence

Mid-Level

Managers

• Learning resources

targeted to their

role of managing

other managers

• Job rotation and

stretch assignments

for growth

• Feedback and

mentoring

Technical and

Professional

Leaders

• Leadership

fundamentals,

business acumen

and

communication

skills

• Learning at the

time of need and

on-demand

Executives and

Senior

Leadership

• Higher level

leadership skills –

motivation, strategy

and innovation

• Peer to peer

collaboration

• Highly focused

development plans

and executive

coaching

5. Learn By Doing

Rotational

AssignmentsAction Learning

Task Force or

Project TeamMentoring

Developing Relationships

Formal Training

Receiving Feedback

Self-Awareness

On-the-Job Experiences

Learning How to Learn

Strong

Executive

Involvement

Tailored

Leadership

Competencies

Alignment with

Business

Strategy

Target Multiple

Levels of

Leadership

Learn By Doing

and

Application

5 Ways to Unlock the Hidden Value in Your Emerging Leaders

Developing Supervisor Fundamentals

12 Part Short Video Series

1. Congratulations, You're a Supervisor!

2. How Good Do You Want to Be?

3. Personal Traits for Success

4. Establish Credibility to Lead

5. Going From Buddy to Boss

6. Your First Team Meeting

7. Research Your New Team

8. Get Team Feedback from Others

9. Interview Your Team

10. Observe Your Team in Action

11. Develop a Team Strategic Plan

12. Mistakes to Avoid

Emerging Leaders

9 Part Short Video Series

• How to prepare for a leadership role, both

physically and mentally

• How leaders can interact effectively with the

people they’re leading

• How to approach leadership with an

intelligent, forward-thinking outlook that will

simultaneously return excellent results and

inspire others

Try out these video lessons

and more!

Let us know through the poll if you’d like a free trial of BizLibrary’s

online course collection.

Thousands of videos and unlimited access for

your employees.

www.bizlibrary.com/free-trial

Wednesday, Jan. 6th

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Tuesday, Jan. 12th

1 p.m. Central, 2 p.m. Eastern

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Presenter:

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl.

Host:

Jessica Petry

Sr. Marketing Specialist

jpetry@bizlibrary.com

@JessLPetry