Leadership Development Basics

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How to Design, Develop, and Implement a Leadership Development Program

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Leadership Development Basics

  1. 1. Presented by Karen Lawson, PhD, CSP How to Design, Develop, and Implement a Leadership Development Program ”
  2. 2. Alarming Fact <ul><li>More than 70 million baby boomers will retire over the next 15 years and during that time, only 40 million will enter the workplace. </li></ul>
  3. 3. Trends Driving Leadership Development <ul><li>Retiring Baby boomers </li></ul><ul><li>Downsizing and Mergers </li></ul><ul><li>Changing Workforce </li></ul><ul><li>Decreasing Employee Loyalty </li></ul><ul><li>Lack of Accountability </li></ul><ul><li>Changing Technology </li></ul>
  4. 4. Most Desired Management Abilities Source: Right Management Consultants Motivate & engage others 62%
  5. 5. Leadership Development Defined <ul><li>Strategic investment in a structured process that provides individuals with the opportunities, training, and experience for them to be effective leaders in their organizations </li></ul>
  6. 6. Leadership Development Process <ul><li>Determine business strategy </li></ul><ul><li>Determine competencies to execute that strategy </li></ul><ul><li>Assess leaders and high-potentials </li></ul><ul><li>Design, develop, and implement program </li></ul><ul><li>Hold people accountable </li></ul><ul><li>Evaluate and measure results </li></ul>
  7. 7. Formal Internal Group Programs <ul><li>Corporate universities – Classroom and on-line </li></ul><ul><li>“ Leaders-as-teachers” </li></ul><ul><li>Outside consultants </li></ul><ul><li>Guest speakers </li></ul><ul><li>Business simulations </li></ul>
  8. 8. Core Curriculum <ul><li>Leading </li></ul><ul><li>Communicating and Influencing </li></ul><ul><li>Motivating </li></ul><ul><li>Leading Change </li></ul><ul><li>Dealing with Conflict </li></ul><ul><li>Delegating </li></ul>
  9. 9. Core Curriculum - continued <ul><li>Coaching </li></ul><ul><li>Managing Performance </li></ul><ul><li>Conducting Effective Meetings </li></ul><ul><li>Developing Employees </li></ul><ul><li>Managing Priorities and Stress </li></ul>
  10. 10. Approach <ul><li>Incorporate real-world application opportunities into program </li></ul><ul><li>Assign specific application assignments between sessions </li></ul><ul><li>Build in accountabilities </li></ul><ul><li>Establish learning teams </li></ul><ul><li>Assign action learning projects </li></ul>
  11. 11. Action Learning Projects <ul><li>Mentoring Program </li></ul><ul><li>Wellness Program </li></ul><ul><li>New Employee Orientation </li></ul><ul><li>Customer On-boarding </li></ul><ul><li>Employee Reward and Recognition Program </li></ul><ul><li>Improving Processes and Systems </li></ul><ul><li>Developing New Products </li></ul>
  12. 12. Individual Development Activities <ul><li>Coaching </li></ul><ul><li>Mentoring </li></ul><ul><li>Job rotation </li></ul><ul><li>Networking </li></ul><ul><li>Community involvement </li></ul><ul><li>Process improvement teams </li></ul>
  13. 13. Individual Development Activities - continued <ul><li>Overseas assignments </li></ul><ul><li>Self-directed distance learning </li></ul><ul><li>Task forces </li></ul><ul><li>“ Stretch” assignments </li></ul><ul><li>Short-term assignments </li></ul>
  14. 14. External Programs <ul><li>Trade and professional associations </li></ul><ul><li>Training resource organizations (Center for Creative Leadership) </li></ul><ul><li>Off-site retreats and experiential activities </li></ul><ul><li>Traditional campus-based universities and colleges </li></ul><ul><ul><li>MBA programs </li></ul></ul><ul><ul><li>Executive education programs </li></ul></ul>
  15. 15. Individual Development Plan <ul><li>Identify gaps </li></ul><ul><li>Set development goals </li></ul><ul><li>Identify activities and experiences to meet IDP goals </li></ul><ul><li>Tailor to individual needs </li></ul><ul><li>Align with business goals and objectives </li></ul>
  16. 16. Critical Components <ul><li>Linked to vision, values and strategies of organization </li></ul><ul><li>Meets both individual and organizational needs </li></ul><ul><li>Establish leadership competencies </li></ul><ul><li>Developmental assessment related to leadership competencies </li></ul>
  17. 17. Critical Components - continued <ul><li>Individual development plans </li></ul><ul><li>Senior management involved in coaching </li></ul><ul><li>Educational activities linked to organizational and business issues </li></ul><ul><li>Senior management must monitor program </li></ul>
  18. 18. Closing Thought Leadership development is a process, not a series of events.
  19. 19. … she works with organizations that want to grow great leaders to outperform the competition and with executives who want to reach a higher level of success Karen Lawson, PhD, CSP 215-368-9465 [email_address] www.LawsonCG.com

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