Globa

How High-Performance
Organizations Accelerate
Executive Leadership
Development
An i4cp Report
Strategy Leadership ...
How High-Performance Organizations Accelerate Executive Leadership Development
The five domains of
high-performance organi...
Contents
Executive leadership development: Finding speed-ups and avoiding speed bumps................................... 1...
www.i4cp.com Page 1 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leaders...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 2 ©2013 Institute for Co...
www.i4cp.com Page 3 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leaders...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 4 ©2013 Institute for Co...
www.i4cp.com Page 5 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leaders...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 6 ©2013 Institute for Co...
www.i4cp.com Page 7 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leaders...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 8 ©2013 Institute for Co...
www.i4cp.com Page 9 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leaders...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 10 ©2013 Institute for C...
www.i4cp.com Page 11 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leader...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 12 ©2013 Institute for C...
www.i4cp.com Page 13 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leader...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 14 ©2013 Institute for C...
www.i4cp.com Page 15 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leader...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 16 ©2013 Institute for C...
www.i4cp.com Page 17 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leader...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 18 ©2013 Institute for C...
www.i4cp.com Page 19 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leader...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 20 ©2013 Institute for C...
www.i4cp.com Page 21 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leader...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 22 ©2013 Institute for C...
www.i4cp.com Page 23 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leader...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 24 ©2013 Institute for C...
www.i4cp.com Page 25 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leader...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 26 ©2013 Institute for C...
www.i4cp.com Page 27 | Proprietary
Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leader...
How High-Performance Organizations Accelerate Executive Leadership Development
Proprietary | Page 28 ©2013 Institute for C...
Peers. Research. Tools. Data.
i4cp enables high performance in
the world’s top organizations.
Contact us at:
1-866-375-i4c...
Upcoming SlideShare
Loading in …5
×

How high performance organisations accelerate leadership development

568 views
477 views

Published on

How high performance organisations accelerate leadership development

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
568
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
13
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

How high performance organisations accelerate leadership development

  1. 1. Globa  How High-Performance Organizations Accelerate Executive Leadership Development An i4cp Report Strategy Leadership Talent Culture Market
  2. 2. How High-Performance Organizations Accelerate Executive Leadership Development The five domains of high-performance organizations About i4cp i4cp focuses on the people practices that make high-performance organizations unique. Years of research make it clear that top companies approach their workforces differently. At i4cp, we work with our network of organizations to:  Reveal what high-performance organizations are doing differently.  Identify best and next practices for all levels of management.  Provide the resources to show how workforce improvements have bottom-line impact. Through our exclusive, vendor-free network – in which peers collaborate to drive strategic research and share tools and insights – i4cp provides a unique, practical view of how human capital practices drive high-performance. Visit i4cp.com to learn more. About this report This report addresses executive leadership development and how high-performing organizations accelerate executives along the path to leadership. It presents the acceleration practices that HPOs favor, approaches for overcoming obstacles that hinder such efforts, and quotes from survey participants. About the Market Performance Index (MPI) i4cp’s Market Performance Index, or MPI, is based on self-reported ratings of organizational performance in four key areas—market share, revenue growth, profitability and customer satisfaction— as compared to the levels achieved five years previously. The average of the four ratings determines MPI score.
  3. 3. Contents Executive leadership development: Finding speed-ups and avoiding speed bumps................................... 1 Accelerating executive leadership development ............................................................................................3 High-performance organizations favor a portfolio of acceleration approaches.............................................4 Internal resources; external institutions..........................................................................................................6 Friends who mentor; colleagues who coach...................................................................................................8 Time in the limelight; time in the trenches.................................................................................................. 10 Recommendations for accelerating leadership development..................................................................... 12 Barriers are substantial, even for high-performance organizations ............................................................ 14 Tighten accountability .................................................................................................................................. 16 Sharpen succession...................................................................................................................................... 18 Loosen the borders....................................................................................................................................... 20 Recommendations for Breaking Down Barriers to Acceleration................................................................. 22 Conclusion.................................................................................................................................................... 24 Authors and contributors .............................................................................................................. 26 About the survey.......................................................................................................................... 26 References................................................................................................................................. 27 ©2013 Institute for Corporate Productivity (i4cp) Use of all results, analysis and findings requires explicit permission from i4cp.
  4. 4. www.i4cp.com Page 1 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) EXECUTIVE SUMMARY Executive leadership development: Finding speed-ups and avoiding speed bumps It takes time to develop a leader—one who can turn a vision into reality, a market laggard into a top-performer, an employee into an ambassador. It takes even more time to develop a team of leaders whose collaboration and synergy can elevate organizational productivity to new heights. Members of i4cp’s working group, the Executive Leadership Development Exchange, set out to explore how organizations accelerate leadership readiness in executives; this report, and the findings of a corresponding survey are the result of that exploration. First, we sought to learn how seriously organizations were addressing executive leadership development, which we defined as “the process to prepare individuals for executive-level roles of VP or higher, above and beyond the scope of general leadership development processes.” The Accelerating the Path to Leadership Survey found that five of six high-performance organizations (HPOs) with 1,000 or more employees have a leadership development process in general, and nearly half (46%) offer both a leadership development process and a separate executive leadership development process. This dual focus is a practice found to be significantly correlated to i4cp’s Market Performance Index (MPI).
  5. 5. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 2 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com The survey also asked respondents if they believed their organizations’ executive leadership development processes were effective at producing ready, capable leaders. Just 20% of study respondents from HPOs that have executive leadership development programs judge their efforts as extremely or very effective, with two- and-a- half times as many (48%) estimating their processes to be moderately to fairly effective. This may reflect an acknowledgement that leadership skills aren’t being acquired quickly enough to create robust succession pipelines. We got to the heart of the matter when we examined the practices used by respondents from HPOs to accelerate leadership talent development, as well as the factors that hinder their organizations’ leadership acceleration efforts. We sought out which practices HPOs favor, which differentiate HPOs from LPOs, and which are correlated to market performance. High-performing organizations offer a balanced approach to developing leadership talent:  They access internal resources as well as external institutions to provide leadership development learning content.  They call upon trusted individuals for mentoring as well as professional colleagues for coaching.  They utilize high-visibility assignments as well as hands-on developmental opportunities. These firms have insight into the barriers that keep leadership acceleration at bay and readily acknowledge what they’ve identified: Lack of enforced accountability on the part of leaders, inadequate succession plans, and inflexible organizational structures are some of the key obstacles cited that need to be addressed. Building on i4cp’s first report from this study, Accelerating High-Potential Employees on the Path to Leadership, this report shifts the focus from high-potential employees to a broader view of executive leadership development. In addition to the research findings, this report includes observations and insights from study participants. A subsequent report will follow, including interviews with executives detailing stories of their own “journey to leadership” experiences—what worked, what didn’t, and their personal reflections on executive development. Together, this knowledge provides organizations with data, recommendations and insight on the practices that high-performing organizations use to accelerate executive leadership development.
  6. 6. www.i4cp.com Page 3 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) ACALL FOR ACTION Accelerating executive leadership development Leadership development has long been in the spotlight as a corporate priority, appearing on i4cp’s list of the top 10 critical human capital issues for the past four years, as noted in Building a Change Ready Organization: Critical Human Capital Issues 2013. As the business world demands more speed and agility, the need to accelerate leadership development is garnering more attention. The sense of urgency is compounded in organizations that are expecting large proportions of their workforces to reach retirement age within a few years. This effectively reduces the number of senior leaders to mentor replacements as well as the population of managers, directors and other executives who might otherwise have risen to take their places. Therefore, fully preparing rising executives for leadership roles is a task that many firms have realized needs immediate attention. This call to action presents several challenges, including determining the best approaches for developing executives as well as identifying and overcoming the obstacles that hold back the acceleration needed. Those firms that succeed in accelerating executive leadership development will find their efforts are correlated to higher market performance. For example, creating a separate executive leadership development process to prepare individuals for executive-level roles of VP or higher (above and beyond the scope of a general leadership development process) is a practice that is significantly correlated to both market performance and to executive leadership development effectiveness. Organizational impact of acceleration of leadership development on i4cp's five domains of high performance Leadership – ELD acceleration builds a cadre of leaders at multiple levels, from work teams to entire business units, who demonstrate strong leadership principles and create a robust succession pipeline. Strategy – It fortifies the executive team with leaders who can draw from intellectual and experiential learning to analyze issues, make decisions, and lead teams toward results. Talent – It provides the leadership needed to identify, develop and engage critical talent pools and continue the cycle of leaders developing future leaders. Culture – It creates a business environment that nurtures the development of leaders, values the potential that each employee brings to the organization, and attracts/retains talent. Market – It amplifies the company’s reputation for products/services with a brand that also signifies excellence in leadership, creating value for stakeholders and customers. Despite the clear and compelling benefits of developing executive leaders, many companies struggle to muster the necessary resources, sustain top-level commitment and implement the strategies required to build leadership bench strength. This report highlights those practices shown to speed up the development of executive leaders and identify ways to avoid or overcome the most common obstacles that get in the way.
  7. 7. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 4 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com High-performance organizations favor a portfolio of acceleration approaches Organizations that pride themselves on their market performance know that business success comes about through the alignment and synergy of multiple facets of the enterprise—spot-on strategies, tight financial controls, innovative marketing, well-oiled operations, engaged human capital and more. These high- performance organizations (HPOs) carry that broad approach into the ways they address executive leadership development. Approaches HPOs favor The study asked about the extent to which participants’ organizations used 11 practices to accelerate employees on the path to leadership. In the pages that follow, we’ll examine those used by HPOs to the highest extents (very high/high) as well as the practices that most differentiated HPOs from LPOs and those correlated to market performance.  Internal and external resources – The study found that HPOs find value in both in-house leadership development training as well as external academic or leadership development programs.  Mentors and coaches – The use of formal or informal mentors was found to be a big differentiator for HPOs in the study, and the use of coaches—from superiors, peers or external coaching professionals—was found to be highly correlated to market performance.  High-visibility and hands-on learning – Study participants value getting exposure to the board of directors as well as opportunities to engage in experiential/action learning. Both are practices that differentiate HPOs from LPOs. Eleven leadership acceleration practices studied 1. Conventional in-house leadership development training program 2. Coaching (from superiors, peers, external coaching professionals) 3. External academic or leadership development training program 4. Informal learning (learning that takes place without a conventional instructor and outside of structured training) 5. Formal or informal mentoring 6. Exposure to board of directors (guest at meetings, face time, etc.) 7. In-role development (short-term stretch assignments, practice using new competencies in current assignments, etc.) 8. Multi-rater feedback to increase self- awareness 9. Leadership assessment instrument 10. Experiential or “action” learning (games, exercises, simulations, role-play, physical activities, case studies, etc.) 11. Rotation to another major SBU/function/geographic location
  8. 8. www.i4cp.com Page 5 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) Two other study findings bear examination: Informal learning It is worth mentioning that informal learning (learning that takes place outside of structured, traditional training) is an approach that HPOs value. One-quarter (25%) of HPOs use informal learning to a high/very high extent, making it the #4-ranked leadership development acceleration practice in this study. In a study i4cp conducted in conjunction with ASTD, practices found to be correlated with the occurrence of informal learning included sharing best practices (successes) and sharing lessons learned (errors/corrections). In fact, Social and Informal Learning: Strategy Into Bottom-Line Results (2009), notes that sharing best practices had the strongest prediction of market performance. Organizations sometimes overlook the importance of informal learning, but the collaboration and relationship- building that occur during informal learning may well be as important as the knowledge-sharing itself. Such day-to-day learning may occur through planned discussions, quiet observations, processes shared via internal social networking platforms, social commentary on who to go to for what, and other types of non-organized activities that never-the-less deliver critical information to potential leaders. Informal learning may also be an effective approach for knowledge transfer between generations or from experienced leaders to rising leaders. A surprising area of neglect One acceleration strategy often touted as a must-have developmental experience returned a lukewarm response in this study. Rotation to another major strategic business unit, function or geographic location was the least popular approach used by HPOs, with just 11% of respondents reporting that their organizations used such rotations to a high/very high extent.
  9. 9. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 6 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com In their own words Here’s how one study participant simplified a strategy for leadership development: “Identify and define competencies needed for leadership. Create specific learning interventions for building knowledge, skills, and abilities in those areas. Perform assessments to see how people are doing on delivering business results. Identify the gaps and make the interventions available as needed.” Internal resources; external institutions There is a strong desire within organizations to be able to create and deliver leadership development programs that are just right for producing executive talent: programs that aren’t too big and expensive or too small and inadequate. The hope is that by creating internal development programs, leaders will reflect the company culture, the industry knowledge, and the differentiating skills that will bring the organization a competitive advantage. The desire to leverage respected external programs offered through academic and/or professional development vendors is also a pull. This study found that HPOs value both approaches. HPOs rely most on internal resources to develop executive leaders The survey found that conventional in-house leadership development programs are the go-to approach for the largest proportion of HPOs. Such in-house training is typically delivered in a classroom setting which provides such advantages of ease of access for attendees, the opportunity to build relationships with co-workers and convenient follow-up with instructors. But the proximity to one’s daily work can often interfere with immersion in the training. In fact, a recent study i4cp completed in conjunction with the American Management Association bears out the popularity of traditional leadership development. In Global Leadership Development 2013: Everybody’s Game, organizations still look to traditional instructor-led classroom training as their number one source for developing leadership skills. It was the top approach cited by more than half of HPOs for addressing executives’ skills in such competencies as change management and critical thinking/problem solving. In this study on accelerating executive leadership development, nearly half of HPOs favor conventional in- house leadership development programs to a high/very extent, making it the top developmental approach used by HPOs (and LPOs). While this approach doesn’t show a correlation to market performance, organizations seem to favor the control they have over the content and delivery of home-grown programs. In-house leadership training is the #1 development approach favored among HPOs High performers 46%* Low performers 52%* *To a high/very high extent Source: i4cp’s Accelerating the Path to Leadership Survey # 1
  10. 10. www.i4cp.com Page 7 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) Academic institutions and external development programs also garner HPOs’ attention While many organizations covet the Ivy-league leadership programs offered by respected business schools of renowned academic institutions, cost can be a factor. Firms need to weigh the investment against the reward— not an easy concept with which to grapple. Institutions named by study participants include Harvard, Wharton, Stanford and others. More respondents simply pointed to university programs with MBAs as popular sources for external development. Such academic programs can be valuable resources for developing the broad business foundation that is important for leaders to master, but many executives join firms with such an education already under their belts. Executive MBA programs from elite institutions may be more heavily used for developing top-level leaders. Other HPOs decide on using off-the-shelf leadership development programs created by professional development vendors. Such decisions allow companies to avoid the cost of developing and delivering their own training and to reap the benefit of having participants mingle with executives from other companies, industries, and locations, thereby exposing them to new perspectives. In either case, these external academic and leadership development training programs are the third most popular approach for accelerating executive development (to a high/very high extent), differentiating HPOs from LPOs by 5.6 percentage points. Using outside institutions is the third most popular development approach for HPOs High performers 27%* Low performers 22%* *To a high/very high extent Source: i4cp’s Accelerating the Path to Leadership Survey 20%DIFFERENCE
  11. 11. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 8 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com Friends who mentor; colleagues who coach Individuals aspiring to leadership roles understand that they’ll need to build on the knowledge and strength of others to attain the skills needed to lead effectively. Those others may include mentors and coaches. While some use the terms interchangeably, mentors and coaches serve very different purposes:  A mentor is a strategic career advisor who typically focuses on the individual, providing guidance and advice on the broader area of work life. For example, a mentor may advise an executive on how to expand his or her network, suggest good sources for foreign language learning or connect the mentee with a contact for a public speaking engagement.  A coach is a hands-on advisor on developing specific leadership skills who typically focuses on the task, providing an individual with approaches for building and practicing skills needed for performance. For example, a coach may work with an executive on softening his approach to performance improvement discussions with direct reports or sharpening her negotiating skills with vendors. High-performance organizations ensure that rising leaders have access to both types of support. The use of mentoring and coaching each proved to be a differentiator between HPOs and LPOs in our study. Mentoring as a strategy to guide rising stars differentiates HPOs from LPOs Of the 11 practices studied for accelerating leadership development, formal/informal mentoring delivered the largest percentage point differentiation between HPOs and LPOs. HPOs are 1.8 times more likely than LPOs to use mentoring to a high/very high extent. With formal mentoring, the organization may facilitate the pairing of experienced and rising leaders. The mentoring assignments may have a fixed time span—and training in mentoring would likely be provided—since the organization, as well as the mentee, expects to benefit from the assignment. In informal mentoring, the relationship may be initiated by either the mentor or the mentee or even by a third party who recognizes the potential in the match-up. Training is unlikely to be a part of an informal mentoring pairing, but some relationships can last a lifetime. Mentoring produced the highest differential between HPOs and LPOs, nearly 10 percentage points High performers 23%* Low performers 13%* *To a high/very high extent Source: i4cp’s Accelerating the Path to Leadership Survey 56%DIFFERENCE
  12. 12. www.i4cp.com Page 9 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) In their own words Here’s how one study participant summed up thoughts on the right support: “There is no substitute for a rising executive having a more experienced leader to look up to and learn from. Having a good developer of leaders as one’s manager would be worth 10 programs.” Coaching by colleagues is the go-to approach of HPOs to develop and hone leadership skills Coaching (from superiors, peers, external coaching professionals) is the #2-ranked approach used by HPOs for accelerating employees on the path to leadership. What’s more, the study finds the use of coaching to be significantly correlated to market performance (.19**). Findings show a differentiation of 8.4 percentage points between HPOs and LPOs that use coaching to a high/very high extent. Often coaching is expected to be provided via superiors, although this expectation is less prevalent at executive levels. While the use of coaching is clearly valued, respondents also admitted that managers of high- potential employees weren’t all that effective at providing that coaching, as presented in i4cp’s report Accelerating High-Potential Employees on the Path to Leadership (2013). More than half (51%) of respondents said that leaders who are ineffective at coaching and managing their hi-pos are the top hindrance to the success of high-potential development programs, This provides clear evidence that providing leaders with adequate training on how to coach effectively is critical to both coach and coachee. Peer coaching, with the relationship feeling more collaborative than with coaching from superiors, can be an effective option with some levels below the rank of senior executives. Take care to ensure that peer coaches are taking assignments voluntarily and that they are provided with training on coaching techniques. This training should also include how to lead in a virtual environment, given the growth of virtual and global teams. The use of external coaching professionals is another option and, likely, the most relevant to executives. When the “build or buy” question arises, organizations may want to consider engaging professional coaches for rising leaders rather than calling upon current executives. The use of such external coaches provides several advantages: they are not ingrained in the politics of the organization, they are certified in the intricacies of coaching, and they are accustomed to bringing out the best in a wide variety of personalities, including those who resist coaching. Coaching is the practice most highly correlated to market performance High performers 43%* Low performers 35%* *To a high/very high extent Source: i4cp’s Accelerating the Path to Leadership Survey 21%DIFFERENCE
  13. 13. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 10 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com Time in the limelight; time in the trenches There is a time to rise and shine, and there is a time to buckle down and get dirty. To truly accelerate executive leadership development, organizations must provide executives with opportunities for both. Our study finds that development blossoms when it’s balanced by a combination of high-visibility assignments and hands-on challenges. HPOs give rising leaders ample opportunities to shine Rising leaders value high-visibility assignments that give them an opportunity to shine in front of important people, such as the board of directors. In fact, exposure to the board of directors (such as by being an invited guest at a meeting or having face-to-face time) is the acceleration practice that provided the third highest differentiation (7.5 percentage points) between HPOs and LPOs using such exposure to a high/very high extent. The chance to provide project results to directors at a formal board meeting gives rising executives an opportunity to polish presentation skills, demonstrate expertise and field questions. It’s also an effective way for board members to connect a name with a face. Another way to increase the visibility of rising workplace stars is to connect them with community leaders in philanthropic efforts. This allows up-and-coming executives to hone their leadership skills by practicing them in a different context. One and a half times as many HPOs as LPOs use board exposure to accelerate leadership development High performers 21%* Low performers 13%* *To a high/very high extent Source: i4cp’s Accelerating the Path to Leadership Survey HPOs ensure that future leaders have learning opportunities beyond their own jobs The use of hands-on assignments that leverage experiential/action learning is yet another acceleration approach that differentiates HPOs from LPOs (by 5.2 percentage points), the fourth-highest differentiator among the 11 practices. Such experiential or action learning goes beyond on-the-job learning and includes activities like games, exercises, simulations, role-play, physical activities, case studies and other hands-on methods of development that are designed to build skills and traits needed in senior positions. These various methods of development offer their own advantages in specific settings:  Business simulations play an integral role in experiential learning, especially at the senior executive level. Disney ABC Television Group, an i4cp member, delivers a 2 ½ day business simulation as one of the modules in the 4-part Disney Executive EDGE (Essential Development Growth and Expertise) program. “This simulation is successful because it is as real-to-life-as-possible and challenges 47%DIFFERENCE
  14. 14. www.i4cp.com Page 11 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) In their own words Here’s how one study participant summed up thoughts on the ideal development combination: “Coaching, mentoring and action learning in combination are the three best approaches for accelerating the development of executive leadership capabilities.” participants in leading large, complex organizations and making critical decisions that drive profitability,” noted Clare O’Brien, director of learning & development. Disney developed this program through rigorous interviews with over 40 senior executives and partnership with a steering committee made up of the CEO and presidents from each business unit.  Physical activities, such as ropes courses, build team camaraderie, confidence, and trust. Companies such as 3M Unitek, Farmers Insurance Group, and Mattel have participated in such activities with Los Angeles-based firm Fulcrum Adventures, one firm offering ropes courses as part of its indoor/outdoor team-building experiences.  Case studies allow participants to exercise their brains and analyze why specific actions worked or didn’t work. The Boeing Company (an i4cp member) uses an internally developed online application to support collaboration and knowledge transfer across the enterprise as independently contributed content, or as groups. The Facebook-like application includes contributions from subject matter experts and communities of practice.  Games and exercises provide a fun way to reinforce important concepts. Firms such as i4cp member Microsoft Corporation, Procter & Gamble, Qwest Communications and Hewlett-Packard have participated in such programs with Peak Experiences International, Inc., just one of the companies providing experiential learning activities such as a “silo” experience examining group dynamics and a “maze” experience using strategic planning and collaborative decision-making. Offering a variety of hands-on development approaches ensures that participants build skills regardless of their preferred learning style. Experiential/action learning is another practice that differentiates HPOs from LPOs by more than five percentage points High performers 18%* Low performers 13%* *To a high/very high extent Source: i4cp’s Accelerating the Path to Leadership Survey 32%DIFFERENCE
  15. 15. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 12 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com Recommendations for accelerating leadership development Recommendations Actions Benefits Fully leverage internal learning expertise and experienced executives when creating in-house leadership development programs.  Offer in-house development programs via a variety of modalities: traditional classrooms, virtual classrooms or online classes.  Leverage internal social networking platforms to identify internal expertise.  Involve senior leaders in designing content for programs and participating as guests in the delivery of training.  Providing a choice of learning modalities increases the appeal to various generations, leading to better engagement and retention of the content.  Facilitates passing on the wisdom of experienced leaders and provides opportunities for rising leaders to connect with senior leaders. Encourage mentor/mentee relationships, both formal and informal.  For a formal mentoring program, create a database of willing mentors supplemented by video introductions.  For informal mentoring, provide mentees with training on how to specify goals, propose a timeframe and go for the “ask.”  Even though it’s difficult to isolate quantitative results from mentoring programs, increased satisfaction and retention of key talent are two relevant measures.  Mentees who are clear about what they want to accomplish will find it easier to connect with the right mentor. Personalize coaching for the specific development needs of individuals.*  Select external coaches based on relevant business experience, recommendations from trusted sources, an interview and validated client results.  Match coaches and coachees on personality fit as well as the coach’s expertise/issue fit.  Interviews and validated client results are the selection criteria most highly correlated to coaching success.  Avoids the #1 reason coaching assignments are terminated: coach/coachee mismatches.
  16. 16. www.i4cp.com Page 13 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) Recommendations Actions Benefits Facilitate exposure to corporate leaders and thought leaders to build confidence and networks.  Ensure that executives being developed have opportunities to manage projects and schedule those executives to present a synopsis of results to the executive team or board of directors.  Seek out opportunities for rising leaders to attend high-profile business or community functions to make new connections.  Sharpens presentation skills and Q&A responses as well as helps to create or deepen relations with senior leaders.  Builds visibility in the larger business community, enhancing personal and professional reputation. Offer experiential/action learning to practice and hone new skills.  Develop simulations and role- play exercises based on true-to- life scenarios.  Document important business transactions or decisions as case studies to be reviewed and analyzed.  Provides an opportunity to try out and practice valuable and relevant new skills without risk.  Gives rising leaders a glimpse at decision-making with incomplete data and ambiguous circumstances. Source: i4cp’s Coaching: What Really Works Playbook
  17. 17. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 14 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com Barriers are substantial, even for high-performance organizations The portfolio of executive leadership development approaches presented in the first half of this report provide high-performance organizations with a wealth of strategies for accelerating leadership development. However, these HPOs are also cognizant of the challenges they face that hinder such acceleration. Three pockets of hindrances exist Our study asked participants about 17 factors that may inhibit their organizations from accelerating employees on the path to leadership. Of these 17 hindrances, six rose to the top, with more than one-third of respondents from HPOs indicating these barriers as hindering them to a high/very high extent. These six factors fell into three pockets of hindrances:  Inadequate accountability among leaders – Our study found that leaders aren’t being adequately held accountable for developing their direct reports, a factor with a high negative correlation to market performance. What’s more, their coaching skills were perceived as inadequate as well.  Weak succession plans – One of the top hindrances to acceleration was having a succession plan that just didn’t reach down far enough into the organization. Further, respondents told us that leaders weren’t being held accountable for adhering to those succession plans.  Rigid silos – Functional or business silos were found to have a negative correlation with market performance. Even in HPOs, such organizational barriers were keeping firms from leveraging job rotations to their advantage. Seventeen hindrances to accelerating leadership development studied 1. Leaders are not held accountable for developing their people 2. Succession plan does not reach down far enough in the organization 3. As an organization, we don’t use rotations to our advantage to broaden knowledge 4. Leaders are not held accountable for adhering to the succession plan 5. As an organization, we are not good enough at coaching 6. Functional or other business silos 7. Lack of a succession plan 8. As an organization, we are not good enough at mentoring 9. No follow-up to training 10. Lack of budget 11. Training provided is not relevant to needs 12. Lack of talent mobility 13. No formal mechanism for progressing diverse candidates to leadership roles 14. No formal mechanism for progressing women to leadership roles 15. Lack of CEO support 16. No defined leadership competencies 17. Inability to demonstrate ROI
  18. 18. www.i4cp.com Page 15 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) Barriers caused by lack of leadership development budgets and inability to demonstrate ROI Two factors related to spending bear examination, even though less than one-quarter of respondents from HPOs selected these barriers. First, the lack of budget (for leadership development) produced the highest negative correlation to market performance (-.26**) as well as the largest differentiation between HPOs (23%) and LPOs (52%). This suggests that effective leaders are a driver of market performance and investment in development is a driver of effective leaders. While we can’t point to causation to say that lack of spending on leadership development leads to low market performance, we can point to the relationship between the data and see that LPOs are 77% more likely than HPOs to say a lack of budget for leadership development is a hindrance to leadership acceleration to a high/very high extent. This reflects a lack of commitment and ability to invest in and develop executive leaders. Second, the inability to demonstrate return-on-investment (ROI for leadership development) is a large differentiator, with 2.5 times more LPOs (35%) than HPOs (14%) seeing it as a hindrance. This difficulty in demonstrating ROI may well be related to the state of or lack of a measurement mindset in an organization. Just 26% of respondents from LPOs use a formal measurement tool to determine the effectiveness of executive leadership development efforts to at least a moderate extent, compared with 45% of HPOs. This research identified three strategies that organizations can use to overcome or avoid entirely the hindrances to executive leadership development.
  19. 19. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 16 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com Tighten accountability The aforementioned observances on lack of budgets and inability to demonstrate ROI for leadership development relate to another failure of commitment, that of lack of accountability. The study found this accountability issue rearing its head more than once. Respondents said:  Leaders aren’t being adequately held accountable for developing their people.  Organizations aren’t ensuring sufficient coaching skills in managers.  Leaders aren’t being held accountable for adhering to succession plans —a factor that’s presented more fully in the next section. This perceived lack of leader accountability is a red flag, warning HPOs that superficial treatment of development can’t be tolerated. Enrolling rising executives in leadership development programs and having them earn a certificate is not the objective. Nor is rolling out a coaching initiative without providing managers with the proper training to coach their direct reports effectively. Accountability can only come by stating specific expectations up-front and comparing results to expectations, granting rewards and meting out consequences as appropriate. Hold leaders accountable for development This transgression of not holding leaders accountable for developing their people is the top hindrance among respondents from organizations with 1,000 or more employees, even among the HPOs. Within those HPOs, it is tied (with shallow succession plans) as the top hindrance to the acceleration of leadership development. What’s more, it has a significant negative correlation (-.24**) with market performance, the second highest negative correlation to MPI among the 17 factors studied. This suggests that addressing this barrier could boost market performance for HPOs and LPOs alike. More than half of HPOs have flagged this loose end as problematic to a high/very high extent. It’s clearly not enough to send individuals off to attend leadership development programs and consider one’s job done. While the participants certainly also hold responsibility for their own development, leaders need to be held Not holding leaders accountable for developing their people is seen as the top hindrance to accelerating employees on the path to leadership and has one of the highest negative correlations to market performance High performers 51%* Low performers 61%* *To a high/very high extent Source: i4cp’s Accelerating the Path to Leadership Survey
  20. 20. www.i4cp.com Page 17 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) In their own words Here’s how one study participant summed up the need for accountability: “Senior leaders [must be] held accountable. A significant portion of their annual bonus [should be] tied to achieving specific objectives toward acceleration.” accountable for ensuring that the expected development has occurred and remedying the situation if it has not. Does the problem lie with the student? The program content? The instructor? The leader must carefully audit what’s hindering development, then take the appropriate steps to correct it. Develop critical coaching skills If coaching rising executives is being handled internally, as opposed to being delivered by external coaching professionals, those doing the coaching must be instructed in all the nuances of coaching. Yet 35% of respondents from HPOs say to a high/very high extent their organizations just aren’t that effective at coaching. This message came through loud and clear in i4cp’s Accelerating High-Potential Employees on the Path to Leadership report, where more than half (51%) of HPOs said having leaders of hi-pos that were not effective at coaching/managing them was the #1 hindrance to the success of their hi-po development programs. Regardless of whether an individual is labeled a hi-po or not, each employee from entry-level to executive deserves to have coaching for skills development and performance improvement conducted by someone with the skills and temperament to effect behavior change. Even in HPOs, more than one-third say their firm’s coaching skills are inadequate High performers 35%* Low performers 39%* *To a high/very high extent Source: i4cp’s Accelerating the Path to Leadership Survey
  21. 21. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 18 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com Sharpen succession Succession planning is listed among the top 10 human capital issues of critical importance in 2013 and has maintained prominence on that list the past four years, according to i4cp’s most recent iteration of its annual analysis, Building a Change Ready Organization: Critical Human Capital Issues 2013. But recognizing the importance of succession planning and addressing it well are two different issues. While 73% of respondents to the critical issues study said succession planning was important, just 25% said they were effective at it. i4cp’s research on accelerating leadership development bears out this need for more effective succession strategies. Respondents noted problems in two key areas: succession plans that didn’t go deep enough and leaders that didn’t adhere to the succession plans made. These strategic misses put the organization at risk for being unprepared for sudden departures and for eroding trust in leaders among succession candidates. Create deeper succession plans Inadequate or superficial succession plans tied (with leaders not being held accountable for the development of their people) as the top hindrance to accelerating leadership development for HPOs. Demonstrating just how pervasive this problem is, it is also the #1 hindrance for LPOs to a high/very extent, with an 18.4 percentage point differential. While the critical issues study showed about half of HPOs (54%) were taking their succession planning initiatives two layers below the executive level, just one-third (34%) of LPOs had done so. In fact, HPOs included succession planning for executives and non-executives alike among their top 10 issues in 2013. Driving succession plans down further into the organization supports the position that critical roles exist throughout the firm, not just at the executive level. What’s more, it identifies the candidates whose development needs to be accelerated, the key competencies that need to be strengthened and a timetable for producing ready-to-serve succession candidates. Shallow succession plans top the list of leadership acceleration hindrances High performers 51%* Low performers 70%* *To a high/very high extent Source: i4cp’s Accelerating the Path to Leadership Survey Adhere to the succession plan created Just as devastating as not having adequate succession plans is putting such plans in place and then not adhering to them. Even among HPOs, a sizeable proportion of respondents say that not holding leaders accountable for sticking to the succession plan is a hindrance to leadership acceleration to a high/very high extent. This lack of adherence to the succession plan could be due to pipeline candidates that are not yet adequately prepared for a move, making acceleration of development all the more important. 31% DIFFERENCE
  22. 22. www.i4cp.com Page 19 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) In their own words Here’s how one study participant summed up thoughts on succession: “A consistent plan needs to be put in place that will be aligning succession and talent development initiatives. For this plan to be effective, the support of all levels of management is absolutely necessary.” When an executive vacancy is filled with someone other than a planned successor (either external or internal), it sets off a chain of negative reactions. First, the planned successor gets an unpleasant surprise. Next, succession candidates for the planned successor’s position are stymied for movement. This could continue down as far as the succession plan goes and possibly beyond. Also, the actual successor (who was not on the plan) may face resentment from colleagues whose sense of fair play has been disturbed. If the successor is external, that person may have greater than normal difficult getting established and accepted, which is already a sizeable challenge for executives sourced from outside. If the successor is an internal candidate that was not on the succession list, the credibility of the whole succession process becomes suspect and trust in the executive team could erode. In other words, breaking with succession plans can be a costly faux pas. This issue is a little less prevalent among HPOs, suggesting that the other 56% of HPOs are creating succession pipeline candidates that are ready to be moved when a succession event occurs and, therefore, are less likely to experience this hindrance. More than four in 10 organizations say that not holding leaders accountable for adhering to the succession plan is a hindrance to acceleration High performers 44%* Low performers 48%* *To a high/very high extent Source: i4cp’s Accelerating the Path to Leadership Survey
  23. 23. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 20 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com In their own words Here’s how one study participant summed up thoughts on the right developmental assignments: “[Use a] strategic staffing approach that links development and job assignments that both rotate the individual through key positions and develop the portfolio of experiences necessary for executive leadership.” Loosen the borders Our study makes one other point crystal clear: the organization needs to think and act as a unit when it comes to talent. Siloed thinking, selfish motives and protective actions won’t elevate organizational performance to the level it might otherwise reach. Talent belongs to the organization, not to any single business unit or individual manager. One-third of HPOs admit that functional or business silos are getting in the way of accelerating executive leadership development. Even more say they’re not using rotations to the organization’s advantage as a strategy for broadening knowledge. These hindrances prevent rising executives from gaining the broad business perspective or global immersion that might ready them for promotion opportunities. Collaborate on increasing opportunities to offer rotations Job rotations to another function, another business unit or another geographic location can provide rising executives with knowledge and experience they would not be able to acquire in their own little corner of their corporate world. Yet even HPOs (more than 40%) say to a high/very high extent they are not adequately leveraging such opportunities. One culprit is an ownership mentality about talent. Managers with exceptional employees want to keep them, not send them away to learn more or get snatched up for a promotional opportunity. Another is the “not-my- job” mentality—managers may be wholly focused on the performance and productivity of their own employees and aren’t warm to the idea of developing an ongoing rotation of visitors to train and monitor. Both types of thinking inhibit the creation of job rotation opportunities and, with it, the further development of key talent. Not leveraging rotations is the only hindrance that is more of an issue for HPOs than LPOs High performers 44%* Low performers 39%* *To a high/very high extent Source: i4cp’s Accelerating the Path to Leadership Survey Rid the organization of siloed thinking The inability to expand one’s sense of responsibility beyond one’s job has a detrimental effect on corporate performance. In fact, having too many functional or business silos produced the third highest negative correlation (-.22**) to market performance of the 17 hindrances studied.
  24. 24. www.i4cp.com Page 21 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) The keys to overcoming this thinking involve leveraging systems-thinking, technology and rewards. Use systems-thinking (enterprise-wide awareness of opportunities) to create assignments that can produce useful deliverables that serve the dual purpose of also building new skills or honing current ones. Use technology to connect executives seeking broader learning opportunities with leaders in other business units or geographic locations that could provide them. Use appraisal and rewards to acknowledge efforts of managers actively facilitating the development of others. Organizations struggling with functional/business silos see a negative correlation with market performance High performers 33%* Low performers 61%* *To a high/very high extent Source: i4cp’s Accelerating the Path to Leadership Survey 60%DIFFERENCE
  25. 25. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 22 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com Recommendations for breaking down barriers to acceleration Recommendations Actions Benefits Build accountability into leaders’ performance expectations and compensation plans.  Include audit processes and specific success measures in leaders’ accountabilities for their staff’s development.  Reward leaders who successfully develop direct reports; redress or replace those who have not accomplished this.  Clarifies the quantity, quality and timeframes of leadership development expected in direct reports.  Reinforces a message to leaders that development is a key accountability and creates a culture where learning is prized. Ensure qualified, experienced coaches for executive development.  Internally, use role-plays to build coaching skills such as listening, probing and giving feedback.  Externally, research sources of certified professional coaches to select those whose style and substance match your organization.  Create a coaching bank of managers with specific expertise that can be called upon when needed, such as negotiation coaches, performance improvement coaches or global acumen coaches.  Builds coaches’ confidence which helps build coachees’ trust in the coaches.  Rising executives benefit from expert coaching in how to negotiate, how to deal with difficult people, how to present a business case and other key skills.  Ensures the ability to provide just- in-time coaching so that those who need it get it from someone with coaching talent and subject matter expertise. Design doable succession plans and timetables and stick to them.  Involve the executive team and human capital professionals in creating a succession plan that details which positions require succession candidates, how many potential successors are to be named for each, and the process for selecting and developing potential successors.  Create a specific timetable for assessing and developing each potential successor as well as a “Plan B” for emergency successions.  Allows organizations to begin the lengthy process of preparing potential successors.  Succession transparency in such plans may boost engagement and retention of potential successors.  Ensures sufficient time to determine developmental needs, provide relevant learning experiences and bring successors to a state of readiness.
  26. 26. www.i4cp.com Page 23 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) Recommendations Actions Benefits Make the scope of rotation strategies and possibilities enterprise-wide  Create and promote a process for business unit leaders to identify short-term (< one year) developmental rotation assignments and the criteria for applying for consideration.  Pilot the rotation project, get feedback from assignment leaders and participants, then modify as needed and roll-out system-wide.  Encourages cross-organizational learning opportunities.  Creates transparency of opportunities and criteria.  Provides means to report and track rising leaders’ development activity and progress.  Promotes systems-thinking in terms of building corporate talent. Eliminate siloed thinking and reward enterprise-thinking.  Cultivate organizational-thinking about job rotations, encouraging managers to create assignments that will produce a deliverable that adds value. Leverage technology to facilitate the matching of assignments with rising executives seeking development.  Create reward systems that offer a financial bonus to managers who actively facilitate the development of others.  Provides a win-win, with managers gaining new departmental results that current staff may not have time to deliver and rising executives gaining valuable developmental experience in another function, business unit or location.  Acknowledges the efforts put forth by managers to promote organizational bench strength by actively facilitating leadership development in rising executives.
  27. 27. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 24 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com Accelerating executive leadership development adds "budget and years" to "blood, sweat and tears." Conclusion Accelerating executive talent toward leadership readiness is no small challenge. It is a process that adds “budget and years” to “blood, sweat and tears.” But organizations that master the portfolio of learning experiences that pave the way for leaders as well as the foresight to avoid common barriers to effective leadership development can, indeed, create a pipeline of ready leaders. Using the “Audit, Act, Accelerate” approach outlined in our initial report from this study, Accelerating High- Potential Employees on the Path to Leadership, i4cp offers the following actionable strategies for accelerating executive leadership development: Audit. Objectively assess how well your organization prepares executives for key leadership roles. Ask yourself these questions:  Has the content of your in-house leadership development program kept pace with the challenges faced by today’s organizations?  Does the off-the-shelf leadership development program offered by your vendor adequately address the specific needs of your organization?  Do you have the right coaches and leaders grooming your rising executives?  Are you enabling opportunities for rising leaders to have meaningful access to senior executives and the board of directors?  Is your organization using a variety of hands-on experiences to allow rising executives to learn and practice critical skills?    
  28. 28. www.i4cp.com Page 25 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) Act. Build, upgrade or buy the programs and resources needed to produce the cadre of future leadership talent your organization requires.  Customize a competency model that reflects what it will take to bring your organization success in the coming decades.  Create learning opportunities that specifically build these future competencies.  Acquire vetted external resources for initiatives requiring expertise that is not readily available within the organization. Accelerate. Create a strategy for executive leadership acceleration that will ready your organization for succession events.  Create a specific succession plan that defines the number of prepared successors desired for each position and the levels in which such successors will be named.  Establish a development plan and timetable for each succession candidate.  Analyze the effectiveness of processes used and modify as needed to ensure that the acceleration strategy is moving the organization to a state of perpetual readiness. As a consistent entry on i4cp’s annual list of critical issues, leadership development is a key factor in creating a strong, sustainable, high-performing organization. This audit-act-accelerate model can guide firms in achieving that status.
  29. 29. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 26 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com Authors and contributors Donna Parrey is a senior research analyst for i4cp and the author of this report. Donna is the lead researcher for the i4cp Executive Leadership Development Exchange. She received her MS in Management from the University of South Florida and has an extensive background in human resources as a business partner, director and generalist prior to joining i4cp. Donna may be reached at Donna.Parrey@i4cp.com. Tony DiRomualdo, VP of research, oversaw development of the findings discussed in this report. Lorrie Lykins, managing editor and director of research services, edited this report; Eric Davis, i4cp’s senior editor, provided graphic design and proofing. Several i4cp staff members provided background research and other support for this report. Thanks to Joe Jamrog, who provided research support, and Andrew Dixon, who provides research coordination and manages i4cp’s surveys. i4cp’s Executive Leadership Development Exchange This survey is a product of i4cp's Executive Leadership Development Exchange group. This group is comprised of representatives from the following organizations: AT&T Pitney Bowes Cargill PNC Financial Services Group ConAgra Foods SGS Deloitte Services SunTrust Federal Reserve Board Toyota Penske Zebra Technologies Our gratitude and appreciation go out to the exchange group contributors whose dedication to the study of executive leadership development made this research project possible. Their time and expertise were essential in the production of the initial survey instrument, in the final analysis of the data and in the source material for the case studies. About the survey The findings in this report are from the Accelerating the Path to Leadership Survey conducted by i4cp and fielded in October/November 2012. Responses from 337 participants were analyzed in 2012/2013, and the data in this report reflect responses from organizations with 1,000 or more employees.
  30. 30. www.i4cp.com Page 27 | Proprietary Time-to-full-productivityHow High-Performance Organizations Accelerate Executive Leadership Development ©2013 Institute for Corporate Productivity (i4cp) References Fulcrum Adventures. http://fulcrumadventures.com/index.html Institute for Corporate Productivity. (2013). Accelerating High-Potential Employees on the Path to Leadership.www.i4cp.com Institute for Corporate Productivity. (2012). 2012 Accelerating the Path to Leadership. Interactive Data. www.i4cp.com Institute for Corporate Productivity. (2013). Building a Change-Ready Organization: Critical Human Capital Issues 2013. www.i4cp.com Institute for Corporate Productivity. (2008). Coaching: What Really Works. Playbook. www.i4cp.com Institute for Corporate Productivity. (2009). Peer Coaching: Pulse Survey Results. www.i4cp.com Institute for Corporate Productivity. (2009). Social and Informal Learning: Strategy Into Bottom-Line Results. www.i4cp.com Peak Experiences International, Inc. http://www.peakexperiences.org/experiential_training.htm
  31. 31. How High-Performance Organizations Accelerate Executive Leadership Development Proprietary | Page 28 ©2013 Institute for Corporate Productivity (i4cp) www.i4cp.com The Executive Leadership Development Exchange i4cp is grateful for the contributions of i4cp’s Executive Leadership Development Exchange, a research working group of peers representing several of the largest organizations in the world, who helped craft our survey on Accelerating the Path to Leadership. This report is the second published from the study. Other recently released reports on human capital issues that are available exclusively to i4cp member organizations include: AVAILABLE NOW Accelerating High-Potential Employees on the Path to Leadership In this first report from the Accelerating the Path to Leadership study, i4cp addresses the identification and development of high-potential employees, specifically examining how high-performance organizations (HPOs) approach this development. It presents a five-step framework for accelerating the development of high-potential employees toward leadership readiness. AVAILABLE NOW Purpose-Driven Performance Management in High-Performance Organizations In this report, i4cp addresses performance management processes, practices and technology solutions, specifically examining how high-performance organizations (HPOs) approach performance management (PM). It reveals the five differentiating components of HPOs that lead to the development of a “purpose- driven” performance management system AVAILABLE NOW HR Analytics: Why We're Not There Yet i4cp's HR Analytics: Why We're Not There Yet examines the use of predictive analytics, common obstacles in using HR data and the ability of organizations to tie HR data to business outcomes. Recommendations based on the findings of the report follow an examination of each key data point. AVAILABLE NOW The Future of HR: The Transition to Performance Advisor i4cp's The Future of HR: The Transition to Performance Advisor combines in-depth research with insights from international HR leaders to reveal the next steps in HR's strategic evolution.
  32. 32. Peers. Research. Tools. Data. i4cp enables high performance in the world’s top organizations. Contact us at: 1-866-375-i4cp (4427) or at www.i4cp.com

×