Audience Poll How would you rate the current state of readiness for leadership development in your organization in 2009? Ready to go – clear strategy / programs in place / budget set. Somewhat ready – some plans in place but room for improvement. Not Ready - No real strategy, cohesion or support.
“ We’re thinking about outsourcing this department! To help us make the best possible decision please prepare a business plan for 2009 and select a half dozen clients to vouch for your service delivery.” “ Thank you very much for your tremendous service. We’ve made a tough decision. We are going to outsource this department 60 days from today. We’d like your help with the process.” What if you heard these words?
Audience Poll What are your biggest barriers and blockers to Innovation? Boss / Culture – status quo / way of doing things. Time / Money – resources not readily available. You / Your drive - risk averse / fear of consequence.
The War For Leaders Hay Group (2006) How The Top 20 Companies Grow Great Leaders Hewitt Associates (2005) High Impact Leadership Development Bersin & Associates (2006/7) High Performance Workforce Study Accenture (2006) CEO Challenge 2008 - Financial Crisis Edition The Conference Board
Leadership Conference, New Orleans “ we need to reignite the emotional attachment with our customers.” Howard Schultz, CEO (agm 2008) <ul><li>October 27, 2007 – Starbucks Leadership Conference in New Orleans. 10,000 managers and leaders. </li></ul>
The Authentic Leader <ul><li>Custom design to reflect the brand </li></ul><ul><li>Single view of a leader at Starbucks </li></ul><ul><li>Links to The Six Guiding Principles </li></ul><ul><li>Spirit and essence of Howard Schultz’s vision </li></ul><ul><li>Vice President population </li></ul><ul><li>Passion and energy </li></ul><ul><li>October 27, 2007 – Starbucks Leadership Conference in New Orleans. 10,000 managers and leaders. </li></ul>
Business Leadership Experience (ABLE) <ul><li>Innovative Ingredients: </li></ul><ul><li>Passionate leader in Ann Moreira </li></ul><ul><li>A Leadership Steering Committee of 18 senior executives representing a cross section of all business units and major geographies. </li></ul><ul><li>Extensive piloting to get it right. </li></ul><ul><li>Innovative mix of partners. </li></ul><ul><li>Residential retreat venue / evening activities. </li></ul><ul><li>Average of 5 deliveries per year. </li></ul><ul><li>Goals: </li></ul><ul><li>Build global leadership </li></ul><ul><li>Launch Autodesk 3.0 </li></ul><ul><li>Springboard for new CEO </li></ul>
# 1 Place to Work • Up to $8,000/year in tuition reimbursement. • Global Education Leave program enables employees to take a leave of absence to pursue further education for up to 5 years and $150,000 in reimbursement. • The 20% project is a unique program for Google engineers, which encourages them to dedicate 20% of their time on a project outside their typical work responsibilities that would potentially benefit the company. The 20% project encourages continual innovation by allowing engineers to spend time on Google related projects that they wish to pursue. By enabling employees to recharge their creative energies, Google provides an opportunity for employees to move into new areas of work while also broadening their knowledge base. Source: 2007 Great Place to Work® Institute, Inc.
# 1 thing that CEO’s want is Excellence in Execution. # 2 speed, flexibility and adaptability to change # 3 Global economic performance # 4 Financial risk / liquidity, volatility and credit risk Source: The Conference Board. CEO Challenge 2007: Top 10 Challenges. CEO Challenge 2008: Top 10 Challenges – Financial Crisis Edition December 2, 2008.
I n N o V a T i O n is Creativity with Working Clothes On .... Bluepoint Leadership Development .
Audience Poll How well will your senior leadership team actively support and drive leadership development in 2009? They won’t – leadership development is just not on their agenda. Some support – they support in principal and will step up in a limited way. Strong support – they treat it as a key strategic priority and fully support it.
Top Challenges in Developing Leaders Holding people accountable for their own learning. Applying learning to work situations. Time away from work to attend training. Developing a leadership strategy. Aligning business strategy with development strategy. Source: Bersin & Associates, “High Impact Leadership,” 2007
<ul><li>The reason training fails </li></ul><ul><li>Regarded as an isolated event. </li></ul><ul><li>Participants not held accountable for results. </li></ul><ul><li>Failure to prepare the job environment to support transfer. </li></ul><ul><li>Failure to isolate the effects of training. </li></ul><ul><li>Lack of commitment and involvement of executives. </li></ul><ul><li>Failure to provide feedback and use information about results. </li></ul><ul><li>Phillips and Phillips (2002) – failure in the postcourse environment </li></ul>Results
Leadership Development Under The Gun Best Practices - Leadership Development Summit Oct 13-15, 2008 Aim programs at specifics – more than ever, leadership development programs need to be clearly and cleanly aimed at specific business goals. Get a handle on all costs – create a ROL (Return On Learning) map that pulls together all the costs and illustrates the business benefits of learning. Create a leaders developing leaders mentality and culture – build the internal capability to groom and grow leaders through internal training, coaching and mentoring. Use technology blended solutions – to achieve smart savings and effective, efficient transfer of learning. Go hard with action learning – baking in real work, real projects that will make a difference both behaviorally and to the business.
Make every meeting a training and development opportunity – being smart about every opportunity to learn and grow when groups of people come together. Build shared learning academies – partner with other companies in your locale to deploy programs on a shared cost basis and save money. Make the internet a resource – take advantage of the free learning available on YouTube or free webinars from providers. Get ahead of the cuts, be first – take a proactive stance and take control of your destiny. Don’t wait for the memo from the financial director, get in front and shape opinion away from short term cuts. Develop a point of view – get really (really) clear on why leadership development is important in your organization right now. Develop your ability to articulate this in a compelling way underpinned with a very strong business and organizational rationale. Leadership Development Under The Gun cont’d Source: Phil Harkins, CEO, Linkage Inc.
Innovation Checklist <ul><li>Are you willing to push the envelope </li></ul><ul><li>Is your strategy Business Driven </li></ul><ul><li>Clear philosophy </li></ul><ul><li>Set up as a Process over time </li></ul><ul><li>Designed a complete experience – pre/post </li></ul><ul><li>Pipeline approach </li></ul><ul><li>Incorporate behavioral feedback </li></ul><ul><li>Real work [not role play] </li></ul><ul><li>Coach and support </li></ul><ul><li>Senior leader support </li></ul><ul><li>Energy and evangelists </li></ul><ul><li>Sell / Speed / Pilot </li></ul>Don’t Procrastinate – I n N o V a T e !
Contact: David Parks 415-383-7500 or [email_address] www.bluepointleadership.com
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