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Building Leadership Development from Scratch - ASTD 2011
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Building Leadership Development from Scratch - ASTD 2011

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This presentation covers 3 main points: …

This presentation covers 3 main points:
1. What should you think about when creating or adjusting your leadership efforts.
2. The content you may want to include within a program, and
3. What metrics should you include,


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  • http://www.youtube.com/watch?v=0x4e8xTvQh8
  • If there is something I can help you with. OD, Communications, etc. I’d love to work with you if the need arises
  • My job search My career My Approach My website Things you should know about me: I AM a practitioner and consultant!!! I tend to talk quickly I will make an a ATTEMPT to make you laugh I move around I may affirm your thoughts and opinions – For others I may challenge you to think differently
  • My job search My career My Approach My website Things you should know about me: I AM a practitioner and consultant!!! I tend to talk quickly I will make an a ATTEMPT to make you laugh I move around I may affirm your thoughts and opinions – For others I may challenge you to think differently
  • Expectations Look under your chairs: There are no silver bullets Cup is full Let me get to know you! Show of hands: How many are in Large Corporate Organizations? Small Business? Non-Profit? How many of you are in organizations that would like to profit? Each purpose may be a little different.
  • Executive Buy-In Resources People to select Why?? As HR pros we need to move from (1) talking about what were and are, what we hate, do not have control over… And transition into what we want to be and what we DO and ACT
  • Compare that to the 78 percent who rated their organization’s leadership quality as excellent— were in organizations that outperformed their competition in bottom-line metrics
  • CEOs are not the only leaders - When I hear “what are they thinking” I ask: “Are you a part of the organization CEO story I asked the question - Are leaders born or made?
  • Activity: Move to 3 parts of the room Roll up a piece of paper Question: Are leaders born or made? If they are born why have training If they are made then how/who decides which people get what opportunities.
  • There are many definitions to Leadership Development and the first step is to say “I can do the research and find out what works for everyone else but ultimately… you have to define what it ultimately means for you!”
  • The feeling around Leadership Development
  • Competencies – I.e. Assessments and round tables with key stakeholders - DDI
  • Clear Vision and Stated Goals Without these you cannot even begin to decide where your leadership development efforts should take place
  • It really comes down to ho are you going to invest in Clear Vision and Stated Goals Without these you cannot even begin to decide where your leadership development efforts should take place
  • Solicit cases from the business that a group could actually work to solve Conference Board, Chick-Fil-a, Camp Joy, Games and Activities Cross functional
  • http://www.youtube.com/watch?v=0x4e8xTvQh8
  • Not metrics for the LDP. It may be to early… but what does the business measure themselves against to show success?
  • Are you satisfied with your current efforts? What are your sore spots? Is there a compelling event for your to pursue Leadership Development?
  • Are you satisfied with your current efforts? What are your sore spots? Is there a compelling event for your to pursue Leadership Development?
  • Are you satisfied with your current efforts? What are your sore spots? Is there a compelling event for your to pursue Leadership Development?
  • Are you satisfied with your current efforts? What are your sore spots? Is there a compelling event for your to pursue Leadership Development?
  • I know our jobs are hard I know our roles are challenging “ Often we feel like we cannot focus on the business b/c we are so busy in our jobs… Failing to recognize and remember that THE BUSINESS is our job!
  • There are many definitions to Leadership Development and the first step is to say “I can do the research and find out what works for everyone else but ultimately… you have to define what it ultimately means for you!”
  • Question time
  • If there is something I can help you with. OD, Communications, etc. I’d love to work with you if the need arises
  • Question time
  • Major Point Remember that METRICS are not the same as RESULTS Metrics collect data points, RESULTS show proof of action (what is actual vs what is collected)
  • Transcript

    • 1. Twitter: @BenjaminMcCall Building Leadership Development
    • 2. Chris Brogan
    • 3. @BenjaminMcCall Join the Conversation #LDP #GCASTD
    • 4. 3 Thoughts
    • 5.  
    • 6. Presentation/Talk Disclaimer
      • Leadership is a broad and evolving discipline that has many definitions and perspectives. If you were to do a query on the topic you would literally find thousands of definitions, approaches and studies supporting and disproving each distinct concept.
      • Among the over-arching ideas are Neuro Leadership, Primal, Authentic Leadership, Corporate and Non-Profit Leadership, Citizen-based leadership, etc. etc.
      • With this talk we will discuss approaches, recommendations and practices to help begin to create a leadership development based program. This presentation is meant to give insights into these ideas as we all should be aware that there is no one silver bullet. Each organization will need to define what outcomes and goals should be accomplished.
      • * When attending this session understand that the slide order is a guide and may not be followed as the needs of the audience may move in various directions. I cannot guarantee that after leaving this session that you will receive all the answers. What I can guarantee is that you will leave with at least one practical idea on how to begin and/or ReThink your Leadership Development efforts!
      • Enjoy!
    • 7.  
    • 8.  
    • 9. It’s Nonya business… … What my Business Is!
    • 10. Some stuff we already know?
    • 11. Organizations with the highest quality leaders were 13 X more likely to outperform their competition in key bottom-line metrics (i.e. financial performance). Comparison : When leaders reported current leadership quality as poor, only 6 % of them were in organizations that outperform their competition .
    • 12. 3 Steps
    • 13. Choose VS.
    • 14. Increase Performance?
    • 15.  
    • 16. I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation . — Warren Bennis
    • 17.
      • Right leaders in the right roles
      • Growing leaders is Key!
      • Bolster Succession Efforts
      • Change the way you think about the role of Leadership
      What efforts should we focus on…
    • 18.
    • 19.
    • 20. Leadership Topics
    • 21. Get to the point… What to think about for a Leadership Development Program
      • A. Evaluate:
        • Assess the Goal of the program  Why?
        • Assess the Goals of potential stakeholders  Why?
      • B. Identify LD Candidates
        • Succession Planning  
        • HIPO Non-Managers  
        • HIPO Level  
        • * Succession Plan, Nominations vs. Open to all
      • C. Real-World Application:
        • Using stories for application
        • Business case studies (inside and outside),
        • Speakers (internal and external) vs. Experiences
    • 22.  
    • 23. Assessments and Evaluation
    • 24. Real Business Problems Games Experiential
    • 25. Resources
      • I. What do you have at your disposal?
      • Past and current material
      • SME’s
      • LMS
      • Opportunity for rotational experience.
      • II. Outside the box
      • Leadership Moments
      • Roundtable Discussions
      • Lunch and Learns
      • Outside Vendors
        • Center for Creative Leadership Podcasts
        • Linkage, Inc.
      • Clips from Movies
      • - TED talks on Leadership
      • Games and Activities
      • How are others doing it?
    • 26. Self - Driven
    • 27. Teamwork ! Chris Brogan
    • 28. Mentoring
    • 29. Delivery of Topic by Level
    • 30. Idea Sample for Set-Up
    • 31. Idea Sample for Set-Up
    • 32.  
    • 33. Levels of Evaluation
    • 34. Ask: “What are the business Metrics”
    • 35. Comparisons
    • 36. What CEOs Measure? ROI Institute Survey of CEO’s in Fortune 500 Companies with “We” referring to the CEO’s answer on what their organization measures for Learning and Development. The Measure We Currently Measure We Should Measure in the Future My Ranking of the Importance of This Measure Percentage Average Rank Inputs:  Last year, 78,000 employees received formal learning. 94% 86% 6.73 6 Efficiency:  Formal learning costs $2.15 per hour of learning consumed. 78% 82% 6.92 7 Reaction:  Employees rated our  training  very high, averaging 4.2 out of 5. 53% 22% 7.15 8 Learning:  Our programs reflect growth in knowledge and skills of our employees. 32% 28% 4.79 5 Application:  Our studies show that at least 78% of employees are using the skills on the job. 11% 61% 3.42 4 Impact:  Our programs are driving our top five business measures in the organization. 8% 96% 1.45 1 ROI:  Five ROI studies were conducted on major programs yielding an average of 68% ROI. 4% 74% 2.31 2 Awards:  Our learning and development program won an award from ASTD. 40% 44% 3.23 3
    • 37. SUMMARY of LDP THOUGHTS
    • 38.  
    • 39.
      • INCLUDE?
      • Evaluation & Assessment
      • Key Business Drivers
      • Business Scenarios
      • Experiential
      • Self Lead & ILT
    • 40. Metrics
    • 41. Ordinary doing the Extraordinary
    • 42. " Leadership at its core … is the right people, allowing the right people - in the right situations - do THEIR best work" — Me
    • 43.
    • 44. Connect/Consult Leadership, Talent Management, HR & Organizational Development @BenjaminMcCall !!Subscribe!!!
    • 45.
    • 46. DDI Study
      • Low satisfaction with effectiveness of leadership development
      • Ineffective development impacts current leadership quality & future bench strength
      • Leadership skills for the future are not the same as the past . Leaders aren’t effective in those skills
      • * Summary of DDI’s 2011 Global Leadership Forecast survey of 2600 organizations in 74 countries. Nearly 1,900 HR professionals and 12,500 leaders participated.
      • 4. Development approaches: Classroom still at the top
      • 5. Development only part of the equation for high quality leadership
      • 6. The role of management is still in yester year mode
      • 7. Higher Quality Leadership = Superior Business Performance
    • 47. Metrics Metric/Tool Examples Surveys Smile Sheets, 30 Day Behavior Change, Annual Corporate Employee Satisfaction Survey Comparisons
      • Performance Mgmt System
      • Competency/Behavior Change
      • Performance of Direct Reports
      • Promotion Rates
      • 360 Assessments
      • LDP vs. Everyone else
      Mentoring Relationship Mentoring Surveys + involvement across the business View from Mentee / Mentor Business Metrics
      • Individual and Group contribution to Business Goals
      • Business Case Results
      • Performance and Annual Reviews
      • Delivery on Change Management
      • Increase Coaching and Business Contribution