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Page 1STXHRS 2013 | ©StandardAero – All Rights Reserved
Shape Your Leadership Shape Your Leadership Development Culture Development Culture
in Five Stepsin Five StepsAlan Derek Utley
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Our Story
The Profile
The Leader
The Faculty
The CEO
The System
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•
Leading Global provider: • Engine maintenance, repair and overhaul (MRO) • Nose‐to‐tail services
•
Supporting aviation for over 75 years •
Service customers in over 80 countries•
Facilities in North America, Europe and Asia Pacific
4,000 employees
600 leaders
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Leadership DevelopmentOur Culture
Name…Location…
Leadership Standards In Action
Name…Location…
Leadership Standards In Action
A leader profileA leader profile
A training programA training program
A leadership facultyA leadership faculty
Performance ResourcesPerformance Resources
Customized contentCustomized content
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Our Leadership Development Problem Statement
•
We have a wonky set of tools & programs with no accountability, and
no common thread, model, or link to business strategy. •
Half the business is doing nothing. While the other half has curriculum
and some programs, it is confused about what it was doing.•
We can’t answer the question “what’s our leadership need and how
do we address it?”
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Our Leadership Development Problem Statement
Research:
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Our Leadership Development Problem Statement
•
Replace standardized programs with flexible, accessible solutions
•
Let the CEO drive, with involvement from senior execs
•
Link to other Talent Management activities
•
Develop all leadership levels
•
Link leadership skill sets to business strategies
•
Focus the development efforts with core leadership competencies
•
Leverage multiple learning channels to maximize impact
•
Move development out of the classroom and into the business
Research:
Page 9STXHRS 2013 | ©StandardAero – All Rights Reserved
Our Leadership Development Problem Statement
•
Replace standardized programs with flexible, accessible solutions
•
Let the CEO drive, with involvement from senior execs
•
Link to other Talent Management activities
•
Develop all leadership levels
•
Link leadership skill sets to business strategies
•
Focus the development efforts with core leadership competencies
•
Leverage multiple learning channels to maximize impact
•
Move development out of the classroom and into the business
Research:
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Our Leadership Development Problem Statement
Problem Statement:•
Leadership succession gaps exist in some areas•
Lack of support for new leaders•
Unclear expectations for current & future leaders / no clear model•
Training and development opportunities are inconsistent and not aligned to
current strategy and business needs
Our Objective:•
Design, develop, and implement a leadership
development strategy that enables consistent and
effective leadership across the enterprise
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1.
Foster C‐suite commitment to leadership development
The Five Steps
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The Profile
• Published, comprehensive, validated model of leadership • Includes 67 Competencies, 19 Career Stallers and Stoppers,
and 7 Global Focus Areas identified as critical to success• Customizable to fit any organization’s culture or operating style • Scalable to multiple talent management applications like
development, job profiles, selection, performance management
Lominger:
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Workshop with the executive leadership team
•
What is leadership?•
What is the company’s strategic vision?
•
What to do our stakeholders expect of our leaders?•
What leadership competencies are core for our leaders?
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What leadership competencies are core for our leaders?
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1.
Foster C‐suite commitment to leadership development
2.
Design a profile of successful leadership
The Five Steps
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ObjectivesTraining Program
1.
Introduce and Educate Leaders on The Leadership Standards
2.
Teach leaders how to assess their own development needs, and how
to create and execute a blended development plan
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The Faculty
Co‐facilitate the 1 ½ day program and be a role model for the Leadership Standards
Their task:
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The Faculty
1.
Persuasive
2.
Respected and credible
3.
Down to earth and cares
4.
Has leadership experiences to share
5.
Is considered a good developer of people
6.
Comfortable in front of an audience, and animated
7.
Doesn’t have to be an expert facilitator; we can
teach that8.
Already has a good foundational understanding of
and commitment to learning and development
Our wish list:
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The Faculty
•
A Sector SVP
•
Two Business Unit GM/VP’s
•
A Director of Quality
•
A Finance VP
•
Two Program Directors
•
A Materials Director
•
An Engineering Director
•
A Health and Safety Manager
Our faculty:
Delivery Stats: Between February and May 2011
36 deliveries of the 1 ½
day program
~500 leaders in 10 locations
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Feedback from participants
• Glad to see this commitment to leadership training• Great to have senior leaders and ELT participating• Like the opportunity to learn from other leaders• Truly outstanding job…• It was great to have leaders teaching leaders• Great to hear other’s perspectives on leadership
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1.
Foster C‐suite commitment to leadership development
2.
Design a profile of successful leadership
3.
Form a leadership faculty
The Five Steps
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ObjectivesTraining Program
1.
Introduce and Educate Leaders on The Leadership Standards
2.
Teach leaders how to assess their own development needs, and how
to create and execute a blended development plan
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CLO Magazine – April 2011
The missing link of the learning
organization is the learning individual
The missing link of the learning
organization is the learning individual
It’s not just a theoretical notion
that employees should learn
It’s not just a theoretical notion
that employees should learn
The learning organization remains a theoretical
construct instead of a practical reality
The learning organization remains a theoretical
construct instead of a practical reality
Leadership development is about
actually teaching people how to learn
Leadership development is about
actually teaching people how to learn
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Learning and Development Compass
•
Defines The Leadership
Standards competencies
•
Supplies an assessment tool
for employee and manager
•
Offers a menu of options and
recommendations for blended
learning
•
Includes an Employee
Development Plan (EDP)
template
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Learning & Performance Resources
•
E‐learning•
Podcasts
•
Leader Guides•
Leadership Standards
Newsletter
•
Leadership in Action
Spotlights
On demand:On demand:
Click and LearnClick and Learn
Name…Location…
Leadership Standards In Action
Name…Location…
Leadership Standards In Action
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Survey Results
Survey results reflected great progress toward driving the right leadership development behaviors,
and creating a leadership development culture
•• 82%82%
of survey participants created personalized development plans
•• 87%87%
of survey participants were satisfied/very satisfied with progress
toward their development plans•• 39%39%
were more confident in their ability to complete their own
development plan
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1.
Foster C‐suite commitment to leadership development
2.
Design a profile of successful leadership
3.
Form a leadership faculty
The Five Steps
4.
Teach leaders to self‐develop
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CEO Involvement
Formal Introduction
to Senior Leadership
Formal Introduction
to Senior Leadership
Made
it a 2011
strategicpriority
Made
it a 2011
strategicpriority
Publiclyrecognizedthe project
team
Publiclyrecognizedthe project
team
Personallyattended
the trainingprogram
Personallyattended
the trainingprogram
RequestedEDPs
and
assessmentsfrom exec. staff
RequestedEDPs
and
assessmentsfrom exec. staff
Askedexecutivestaff to set
reinforcing goals
Askedexecutivestaff to set
reinforcing goals
Page 37STXHRS 2013 | ©StandardAero – All Rights Reserved
1.
Foster C‐suite commitment to leadership development
2.
Design a profile of successful leadership
3.
Form a leadership faculty
The Five Steps
4.
Teach leaders to self‐develop
5.
Embed leadership development into the operating system