Leaders As Teachers Institute

Leaders As Teachers Institute And Analysis of Practices In Top Performing Companies

Enterprise Leadership Challenges ENTERPRISE LEADERSHIP CHALLENGES LEADERSHIP DEVELOPMENT CHALLENGES Creating Organization Agility
Teaching leaders to recognize burning platforms and to take action
Shifting from a learning organization to a teaching organization
Strengthening Strategic Alignment
Embedding strategy and corporate point of view into operational plans
Creating feedback loops to adjust strategy based on field experiences
Developing Enterprise Perspective
Strengthening leadership trust to build effective networks
Helping leaders take on increased personal responsibility and accountability
Encouraging Innovation
Developing an outside-in perspective
Fostering connection and conversation
Creating time for experimentation and ideation
Valuing diversity

New And Renewed Pressures On Leaders INTERPERSONAL LEADERSHIP CHALLENGES LEADERSHIP DEVELOPMENT NEEDS Moving from fact-based to pattern based management
Providing resources to keep leaders abreast of
industry and business trends
Teaching leaders to challenge history and rethink assumptions
Dealing With Paradox
Replicating good judgment at lower levels of leadership
Managing conflicting priorities; making commitments but staying ready to change
Making Decisions In The Face of Uncertainty
Preparing leaders to sift through complex, ambiguous information
Helping leaders evaluate risk
Create And Sustain The Innovation Strategy
Encouraging a culture of experimentation
Equipping leaders to study customer and community behaviors and needs

McKinsey Research
66% say company training programs do not strengthen capabilities that add the most value to business performance.
Only 25 percent said company training programs are “extremely” or “very effective” in preparing employee groups to drive business results.
When senior leaders set the training agenda, capability building is linked explicitly to immediate business goals, and learning programs focus more directly on core skills that make a difference to business performance.

Leadership Is The Top Priority Source – CorpU 10 th Annual Benchmarking Study of Learning Excellence and Innovation

1% growth in 2009 (toughest economy in decades), double digit growth in Asia Pacific and Latin America
Increased 2010 dividend by 12% to $1.48
Filled 5 key senior leader positions with internal candidates
5-Year compounded Annual Growth Rate (CAGR) 9/30/04 – 9/30/09 BDX S&P 500 Index S&P 500 Health Care Equipment Index 7.72% 1.02% -0.93% BD (Becton Dickinson) – Leaders As Teachers Since 2000

11% rise in revenue in 2008
Profit of $1.82 per share Q1, 2010 ahead of $1.61 the previous year and $1.79 target from Wall Street
“ Virtual teaching cycles give today’s leaders a path to build organizations fast enough to benefit from today’s unprecedented rate of change.” Brad Anderson, Vice Chairman and CEO, Best Buy Best Buy – Leaders As Teachers Since 2002

Yum! Brands – Leaders As Teachers Since 2002
20% ROIC – “Industry Leader”
7 th straight year with better than 13% growth and exceeding 10% EPS growth target
Grew worldwide sales 7% and same store sales 3%
21 consecutive quarter of same store sales growth
Decline In Annual Revenue - 2008 YUM! S&P 500 Index -21% -41% “ There is no way we could have grown this business so fast and prepared it for the future.” David Novak, Chairman and CEO, Yum! Brands, Inc., speaking about his leadership workshops.

(C) Prima & Corporate University Xchange BEST PRACTICES IMPORTANT RESEARCH PEER NETWORK IVY LEAGUE SCHOLARS LEARNING LEADERS TOOLKIT LEADERSHIP INSTITUTE AND EXECUTIVE COUNCIL YOU

Welcome To The: RESEARCH TOOLS NETWORK & EVENTS
Betof Video Lecture Series
Readiness Assessment
For The LAT Approach
Thought Leader and Partner Directory
Leadership Development
At Top Performing Companies
LAT Case Studies
Lessons from 2 nd Annual
Global leadership
Congress
Community for Peer Networking
Presentations by Executive Council Members
Discussions On Preparing Leaders For Future Challenges

Benefits Of Using LAT Institute Resources To ensure your approach to implementing the Leaders as Teachers approach is:

Insights
Advice
Support
LAT Institute Executive Director Ed Betof “ LEADERS AS TEACHERS – UNLOCKING THE POTENTIAL OF YOUR COMPANY’S BEST AND BRIGHTEST” ED BETOF Senior Fellow/Academic Director Executive Program in Workplace Learning Leadership University of Pennsylvania

Step-by-Step Support For LAT Approach

Leaders As Teachers Institute Web Site

Research, Tools and Support

Leaders As Teachers Institute Features:

Executive Council Calendar And Topics “ Teachable point of view” is a trademark of Noel M. Tichy, a professor at the Stephen M. Ross School of Business, University of Michigan.

Other LAT Institute Features Members will serve be the first to evaluate these additional frameworks and models.

$2K/Month $30K + $20K Improve Knowledge Become An Expert GO FASTER Make Better Decisions $2K/Month ___ DAYS @ ____ YOUR DAILY RATE $74K + YOUR TIME = _____________ $9,500 = LAT INSTITUTE MEMBERSHIP REFERENCE MODEL – ENGAGE LEADERS

Strategic Value-adding Early Stage DIMENSION – LEADER ENGAGEMENT (Leaders As Teachers) Beginner
Leadership competencies include developing others but performance is not closely monitored or measured.
Leaders serve as coaches to direct team members and participate in informal mentoring programs but commitments are inconsistent and learning outcomes are not measured.
No formal program or structure exists to develop leaders as
teachers.
Little or no accountability for developing other leaders.
Participation in formal learning programs is more about
communication than aligning strategies through learning.
Leaders integrate their personal points of view and experiences teaching.
Leader-teachers create a common vocabulary and help to sustain critical business initiatives across the enterprise.
Formal programs are in place to train and certify leader-teachers. Development for emerging leaders includes teaching other leaders.
Leaders evaluate talent in succession plans.
Company culture values teaching and learning, and leaders are passionate about developing others.
The leader-teacher approach is a key tool to refine strategies and improve alignment with operating plans.
A continual exchange through teaching improves organization agility. Formal measures track development and retention of key talent as a corporate asset and leaders are held accountable.
Leaders devote significant time to development activities.
REFERENCE MODEL – ENGAGE LEADERS

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Leaders As Teachers Institute

by Sue Todd

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