Aligning Leadership Development With Strategy


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Aligning Leadership Development With Strategy

  1. 1. ALIGNING LEADERSHIP DEVELOPMENT WITH CORPORATE STRATEGY COMMON CHALLENGES Sean P. Kennedy Senior Strategic Relationship Manager Harvard Business Publishing
  2. 2. EVEN THE BEST STRATEGIES ARE POORLY EXECUTED According to research by HBS Professor John Kotter, 70% of major corporate initiatives fail.  Initiatives are scrapped before launch  Change fails to take root  Timelines and targets are missed by large margins Strategy never makes it out of the executive suite.  Plans are formulated in isolation  Goals and incentives are not aligned  Initiatives are perceived as flavor-of-the-month Corporate strategy fails when it is not translated into frontline action.
  3. 3. LEADERSHIP TURNOVER STALLS PROGRESS According to transitions expert Michael Watkins, roughly 25% of managers in Fortune 500 organizations move into new roles each year.  Many fall into common traps that sap their ability to be effective  Even successful transitions take months before leaders have a positive net impact on the organization Few organizations put effective processes in place to accelerate the contribution of leaders in new roles.
  4. 4. LEADERSHIP PIPELINE IS INADEQUATE TO FUEL GROWTH In a recent HBP study, 30% of organizations report that they are already struggling to fill leadership positions. An additional 46% anticipate significant shortages within 3-5 years.  Over-reliance on outside hires  Too few “ready-now’s”  Loss of talent in key populations Growth plans are delayed  Promising initiatives are not pursued.  Pace of geographic expansion is slowed. Organizations spend increasing amounts of energy assessing potential, but the pool of qualified candidates for succession is shrinking.
  5. 5. LEADERSHIP DEVELOPMENT DOESN’T REFLECT THE STRATEGY According to research from Dave Ulrich and Norm Smallwood, 60 – 70% of leadership consists of following the Leadership Code The basic skills of leadership Common across organizations The other 30 – 40% consists of Leadership Differentiators Competencies that set you apart from the competition Leader behaviors that align with customer expectations Skills that enable your unique value proposition Most broad-based development initiatives are based on competency models that are all but interchangeable.
  6. 6. TRADITIONAL ILT PREDOMINATES Majority of Development is Event-Based  Learning is isolated from work  No structures to drive behavior change Availability is Limited  New leaders get trained after 1-2 years in role  Non-HQ staff feel ignored  Units cobble together local solutions Costs are High  Travel costs and time away from office  Central and local spends are not coordinated Companies still lag in taking advantage of innovative delivery methods to better serve their diverse populations
  7. 7. EXECUTIVES QUESTION THE VALUE OF THE INVESTMENT Traditional Training Metrics Dominate LEADER EFFECTIVENESS STRATEGY EXECUTION  “Smile sheets” •Learner Surveys •Awareness of Strategy •360 Feedback Deltas •Action Learning  Hours of training delivered Projects •Employee Surveys  Completion rates and test scores •Key Initiative •Action Plan Data Milestones •Top and Bottom Line Leadership Development Budgets are Vulnerable Performance  Focus is on cost containment  Arbitrary cuts are demanded LEADERSHIP PIPELINE CULTURE/BRAND  New funding requests are frequently denied •Turnover Ratios •External Awareness of Leader Brand •Percent Ready-Now’s •Customer Satisfaction •Time to Fill Leadership Scores Positions •Employer of Choice •Bench Strength in Measures Pivotal Roles •P/E Ratio Firms continue to employ learning measurement strategies that emphasize activity over impact.
  8. 8. WHO WE ARE MBA PROGRAM HARVARD BUSINESS SCHOOL • Individual Focus • On Campus Experience • Candidate Pool EXECUTIVE EDUCATION • Highly Targeted Audience • On Campus Experience • Develop Highest Levels HARVARD BUSINESS PUBLISHING • Scalable Audience • Wherever You Are • Drive Learning at All Levels
  9. 9. LEADERSHIP DEVELOPMENT PHILOSOPHY Rooted in 100 years of HBS History  Learning from Others  Participant Centered Learning (Case Method)  Learning from experts and peers  Reflection, discussion, and questioning  Learning by Doing  Action learning  Structured reflection  Performance support  Leader-as-Teacher  Creating models of success  Building teachable points of view  Becoming a “teacher” reinforces learning
  10. 10. OUR APPROACH Increase Reach and Scale of Leader Development  Offer an integrated portfolio of programs Learning Architecture  Vary delivery methods to optimize the investment  Combine delivery methods to maximize effectiveness Organizational Strategic Leaders in Effectiveness Imperatives Transition Enable Your Strategy Building the Building Skills Building Pipeline  Target key business challenges Business Performance  Target “pivotal” populations and skills Newly Management Promoted Growth Executives  Drive action with strategy-focused programs Team Leadership Leaders Communication Skills Innovation Senior Leaders High Potential / Business Acumen Build Your Leadership Brand Emerging Change Mid-Level Managers Decision Making Leaders  Target key skills and competencies Employee Frontline Leaders New Managers Development  Transmit culture with leaders-as-teachers Build Your Leadership Pipeline  Build effectiveness within levels  Support newly promoted managers  Target investments in hi-potential and emerging leaders
  11. 11. ENGAGING EMPLOYEES IN YOUR STRATEGY Resource Centers Frame Key Strategic Issues  Insights from our Experts  Messages from your Executives Spark New Thinking  Discussion Guides  Conversation Starters Drive Behavior Change  Manager Toolkits  Action Plans
  12. 12. CONNECTING LEADERS ACROSS YOUR COMPANY Blended Cohort-Based Programs Bring Expert Perspective  Sessions with HBP and Internal Experts  Access to Content from Thought Leaders Foster Peer-to-Peer Learning  Virtual Cohort Groups  Moderated Discussions  Peer Directories Drive Behavior Change  Action Learning Teams  Application Exercises
  13. 13. REACHING MANAGERS WHERE AND WHEN THEY NEED Tailored Online Learning Scale with the Highest Quality  Performance support resources  Online courses and tutorials  Simulations Target Your Needs  Key behaviors  Levels of competency Guide Learning  Paths by level  Paths by development need  Paths by task Drive Behavior Change  Application Tools  Action Plans
  14. 14. IMPLEMENTATION AND LEARNING SERVICES YOUR GOALS NEEDS ASSESSMENT DELIVERABLES Executive Interviews Transform Leader Leadership Development Development Architecture STRATEGIC PARTNER Process Reviews Drive Strategic Initiatives Curriculum Designs Stakeholder Focus Groups Program Designs Launch New Initiatives Stakeholder Interviews IMPLEMENTATION Customizations Test Innovative Approaches Learner Surveys PARTNER Project Plans Drive Transfer/Impact Learner Focus Groups Facilitation Assistance Competency Frameworks Content Maps Source Content CONTENT PARTNER Assessment Data Templates Augment Existing Programs Learning Objectives Technical Assistance
  15. 15. MORE INFORMATION: 15
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