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PFL ASTD Presentation V8 7 09

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Partnering for Leadership - a unique approach to leadership development.

Partnering for Leadership - a unique approach to leadership development.

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  • 1. ‘ Partnering For Leadership’ A Unique Business/ Non-Profit Action Learning Approach - ASTD Chapter Meeting, August 2009 - Michelle May The Clorox Company Helen Marsh Helen Marsh Training & Development LLC
  • 2. Executive Summary
      • Leverages the leadership development process
      • Adds realism and deepens the learning experience
      • Strengthens the relationship between for-profit company and a non-profit partner
      • Displays corporate leadership by “doing what matters” in the community
    An intense, experiential process that has participants examining their own leadership and team effectiveness, using real business challenges that take them beyond the boundaries of their own company and benefits a non-profit organization The ‘Partnering For Leadership’ Concep t
  • 3. Comparisons
    • Good for teaching business acumen
    • Builds under- standing of financial levers
    • Expensive to run
    • Competition can lead to gaming a win
    Biz Simulation
  • 4. Comparisons
    • Tackles real biz problems within the organization
    • Sr. level approval on recommenda-tions is tricky
    • Implementation relies on talent capacity
    • Company currency is at play for participants
    • Good for teaching business acumen
    • Builds under- standing of financial levers
    • Expensive to run
    • Competition can lead to gaming a win
    Action Learning Biz Simulation
  • 5. Comparisons
      • Real biz problem
      • Contained; little scope creep
      • Learning gained through different organizational lens
      • Increases commitment/ engagement
      • Participants build confidence/ share expertise in a new way
      • Company leaders see participants in new light
    • Tackles real biz problems within the organization
    • Sr. level approval on recommenda-tions is tricky
    • Implementation relies on talent capacity
    • Company currency is at play for participants
    • Good for teaching business acumen
    • Builds under- standing of financial levers
    • Expensive to run
    • Competition can lead to gaming a win
    Partnering For Leadership Action Learning Biz Simulation
  • 6. Partnering For Leadership (P4L) Benefits
    • Deepens participants' confidence in their leadership and team participation skills
    • Develops competence among individuals and teams in problem-solving and decision-making processes
    • Enhances participants' capacity to reflect on and learn from their individual and collective experiences
    • Develops an awareness of how participants’ assumptions, beliefs, attitudes, preferences, and organizational interests influence their thinking, decisions and actions
    • Increases competence in preparing and presenting recommendations concerning urgent organizational issues to executive management
  • 7. P4L Creates A ‘Win-Win-Win’
    • Demands real recommendations
    • Creates sense of urgency
    • Provides real risk of failure
    • Advances team development and team effectiveness
    • Establishes relationships (or strengthens existing ones) for demonstrating leadership
    “ Win” for Participants:
  • 8. P4L Creates A ‘Win-Win-Win’
    • Win for Your Company:
    • Participants envision new and different ways to contribute
    • A way to recognize and honor the volunteer/ activism of senior leaders
    • An activity that extends beyond the boundary of the company
    • A reputation for being a leader that supports the community
    • Win for the Non-Profit Partner:
    • Access to rising talent from a business
    • Outside perspectives, different approaches and fresh ideas
    • A unique avenue for sharing its mission and purpose
    • A strong link to and support from an interested company
  • 9. Partnering for Leadership : 3 Stages Stage 1: Get Ready Stage 2: Get Set Stage 3: Go Live
    • Link to current leadership development
    • Build internal leader support
    • Choose a Partner
    • Create business scenarios
    • Communication and logistics
    • Ensure participant readiness
    • Secure resources
    Implement ▪ Lead the activity ▪ Provide appropriate resources Evaluate ▪ Debrief/ feedback ▪ Process lessons learned
  • 10. Stage 1: Get Ready
    • Key Actions
    • Build internal support and organizational alignment
    • Determine linkages and ‘fit’ to existing program/s
    • Design high-level session flow including time allocation
    • Establish criteria for selecting a non-profit partner; identify potential organizations
    • Initiate communication with Executive Directors
    • Outputs
    • P4L is integrated into the existing leadership development program
    • Partner is selected
    Set the foundation for incorporating this unique program element into leadership development Partnering For Leadership
  • 11. Stage 1 – Best Practices & Tips
    • Tap internal resources; market the idea internally
    • Don’t narrow the search for a partner too soon
    • Be realistic on roles, responsibilities, expectations; be clear about must haves and nice-to-haves (for your organization and non-profit partner)
    • Go for ‘fit’ and compatibility:
      • Your expertise/ their needs
      • Culture
      • Philosophy regarding development & learning
    Partnering For Leadership
  • 12. Stage 1 – Tools
    • Criteria for Selecting a Non-Profit Partner:
      • Size − Need
      • Location − Culture “fit”
      • Bandwidth − Philosophy on learning
    • Roles and Expectations
    • High-Level Session Flow
    Partnering For Leadership
  • 13. Stage 2: Get Set
    • Key Actions
    • Develop the real world business scenarios
    • Determine logistics and resource requirements
    • Communicate expectations and pre-work assignments to participants
    • Outputs
    • Final business scenario/s
    • Participant readiness
    • Team assignments
    Partnering For Leadership Stage 2 - Develop materials needed to implement the Partnering For Leadership activity (e.g., business scenarios, communication, resources).
  • 14. Stage 2 – Best Practices & Tips
    • Build in time for 2-3 iterations to finalize the case scenarios; provide a template
    • Identify and prep ‘Owners’ from the non-profit partner to be the SMEs during the activity (ditto for Team Coaches)
    • In advance:
      • Send information & prework actions to participants early, but not too early
      • Assign teams to each scenario [Approximately 10 participants/ per business issue]
      • Select and prep Senior Leader Advisors; choose leaders who ‘get’ development
    • Plan on at least 2 face-to-face meetings with the non-profit partner team
    Partnering For Leadership
  • 15. Stage 2 – Tools
    • Business Scenario elements:
      • Background Information (context)
      • The Business Challenge
      • Additional Information (opportunities/ challenges/ realities)
    • Communication to participants to build/ describe:
      • Readiness
      • Expected outcomes
      • Actions and pre-work
    Partnering For Leadership
  • 16. Stage 3: Go Live
    • Key Actions
    • Conduct the activity
    • Teams present recommendations to senior leaders of both organizations
    • Debrief and feedback discussion
    • Output
    • Leadership learnings (individuals, teams, whole community)
    Partnering For Leadership Stage 3 - Conduct and debrief the Partnering For Leadership activity to maximize leadership learnings
  • 17. Stage 3 – Best Practices & Tips
    • Leverage the use of journaling; encourage participants to capture personal insights and leadership learnings
    • Use coaches to guide team feedback and team reflection throughout the activity
      • Feedback from coach to the team
      • Feedback among team members
      • Deepen insights (product, leadership, team development)
    • Ensure senior leader Advisors know the primary objective of the activity is learning – and their role supports it
    • Present donation check to Partner in recognition of their involvement
    Partnering For Leadership
  • 18. Stage 3 – Tool
    • Observations : (What)
    • To what extent did my team – and did I – keep a focus on both the recommendation to be delivered AND the learning to be gained from the activity?
    • How comfortable and confident did I feel about my ability to make a significant contribution to the business challenge I was assigned? What added? What hindered?
    • Implications: (So What?)
    • How does this inform my thinking?
    • What insights or learning does this offer me?
    • Applications: (Now what?)
    • How will I use this experience and feedback to improve my leadership ability and effectiveness?
    Partnering For Leadership Sample Learning Journal Questions
  • 19. Table Discussion
    • How might your organization benefit from this approach?
    • What needs to be true for this to be an effective learning method for your organization?
    • Which of your company’s values relate to “giving back” – and that P4L will help demonstrate?
    • How might you sell this idea to gain excitement and support from your senior leaders for this leadership development approach?
    • What questions do you still have?
  • 20. Sr. Leader Reactions
    • “… A real and meaningful leadership experience for participants.  It certainly advanced their leadership development … and a leadership passion they will bring back to their day jobs.
    “ Kudos!  The real-world business challenge with the American Red Cross Bay Area exceeded expectations.” “ The Red Cross CEO said this was the best session his management team has been through. They were struck by how many ideas participants recommended that could put into immediate use. The enthusiasm of his entire team is a testament to what they got out of the activity.”
  • 21. In Summary
      • Leverages the leadership development process
      • Adds realism and deepens the learning experience
      • Strengthens the relationship between ‘for-profit’ company and a non-profit partner
      • Displays corporate leadership by “doing what matters” in the community
    Partnering For Leadership is a high-impact learning activity that uses real business challenges created in collaboration with a non-profit partner organization.
  • 22. For more information, contact us…
    • Michelle May The Clorox Company [email_address] 510-271-3141
    • Helen Marsh Helen Marsh Training & Development LLC [email_address] 510-419-1027

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