Guiding Principles of Leadership Development

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Sustainable, profitable growth depends on a full leadership pipeline. World class leadership development is mission critical to growth strategies. This presentation captures some guiding principles for the creation of world-class leadership development program.

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  • Tony: thanks for this. I'm learning about how leadership development works from the ground up, and while some of this is known to me, there's plenty to take away. I like that the paths to and reasons for developing leaders are easy to understand. Thanks for laying out succinctly.
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  • You probably know your challenges better than I do. As I talk to leaders around the world, these are the common themes I hear.
  • In leadership, there is no silver bullet. Leadership requires a balanced approach in four quadrants: Leading Self, Leading Others, Leading the Business and Leading Across the Enterprise. Around the edge of the slide you can see possible topic areas within each of these quadrants.
  • In the best programs, leaders develop leaders.
  • According to Michael M. Lombardo and Robert W. Eichinger of the Center for Creative Leadership, adults learn what they need to performance their job:70% from real life and on-the-job experiences, tasks and problem solving20% from feedback and from observing and working with role models10% from formal trainingAny program we design, must blend all three approaches.
  • One the screen you can see a learning cycle. The cycle begins when you perceive a gap between your desired behavior and your actual behavior. This leads to a prioritization of development needs, the creation of a development plan and the implementation of that plan. This is followed by more reflection and feedback. The learning cycle begins by defining my sense of self. Who am I? What type of person do I strive to be? What are my values, goals and aspirations? What strengths do I need to do my job well? What would a person like me do? How would I behave? What would others say about me? The second step in the learning cycle is to obtain objective feedback. This can include some self-assessment, a 360-degree survey and some self-reflection. This activity might reinforce some of the strengths I believe I possess. It might also point out gaps between your current state and your desired state. Next, you prioritize your development areas. Notice your strengths. This is an important step and many people skip over it, anxious to try to close their development gaps. Your strengths may be the clues you need for self-development. When you select a gap to work on, try to focus on one, or at the most two development areas. Pick low-hanging fruit – areas where a small amount of effort can move the needle from a development need to a strength. Don’t focus at first on large development needs. Small victories can be contagious and can lead to larger victories. Create a development plan. Keep in mind that there are many ways to develop yourself besides formal training – stretch assignments, peer coaching, mentors, etc. Implement the development plan. Focus on developing new behaviors that support your desired skills, competencies and attitudes. Throughout this process, create a support system. Ask your manager, peers and friends for support. Find someone to be a coach or mentor to provide you with feedback. Ask peers for permission to seek feedback from time to time and then act on that request. At least once per month ask a peer for feedback on your behavior as you try to incorporate new behaviors into your day.
  • So, based on the 70 / 20 / 10 framework and the Learning Cycle, what would a world-class leadership development program look like? A world-class program begins with one or more assessments, such as 360-degree feedback, a cultural profile, an emotional intelligence assessment and other assessments as appropriate. Once an assessment has been completed, leaders are assigned a coach. In senior programs, this is often an executive coach. In some cases, a mentor may be assigned. In lower seniority programs, peer coaching may be used. The “training” portion of the program is focused on introducing common models and to cascade leadership expectations from senior leaders. In world class programs, best-in-class subject matter experts are called upon. Leaders are present to set the tone and expectations for the participants and to personally deliver components of the program. Action learning assignments can be used to drive real work while giving the leaders exposure to new markets, skills, knowledge and ways of working. As work takes place, the leaders are assessed in real-time and provided feedback. These programs take place over a period of months with coaching often continuing for a full year or more.
  • In order to drive a common culture, to provide a shortcut language and speed decisions, common models are used throughout. When a leader learns a conflict mode model or a change model, they can use this language anywhere in the organization and they are clearly understood.
  • With all of these programs and topics, how do we create a single, unified curriculum? One tool we use is “red threads.” These are common themes that are repeated throughout the curriculum. On the screen are examples of red threads…though your red threads may be completely different.
  • Guiding Principles of Leadership Development

    1. 1. Guiding Principles of LeadershipDevelopmentTony Loydtloyd@cultureshift.com
    2. 2. The Challenge• The market rewards sustainable, profitable growth.• Sustainable, profitable growth leads to lower cost of capital, more investments from the public and shareholder value• For most companies, the leadership pipeline is a critical input to their growth strategy• Leadership development prepares a pipeline of ready- now successors.
    3. 3. Benefits of Leadership DevelopmentA few benefits of a robust leadership development program:• Supports corporate growth initiatives• Fills the leadership pipeline• Provides career development opportunities• Increases employee engagement and retention• Attracts new talent• Creates an aligned, executing leadership team
    4. 4. Four Quadrants of Leadership Providing DirectionSelf-Awareness Decision MakingChange Agility MotivationResilience Coaching / FeedbackEmotional Intelligence Difficult ConversationsLeadership Presence Situational LeadershipInfluence Developing Others Leading Self Leading OthersQuality Operations StrategyCustomer Focus Business ModelsSales / Profits AlignmentOperating Mechanisms InnovationMarketing Conflict ManagementCommunity Partnership CollaborationBusiness Acumen CultureSafety / Compliance Leading the Leading Across Values Business the Enterprise 4 Leaders need more than technical / functional skills
    5. 5. Leaders Develop Leaders Executive Leaders (Sr. Leaders / Executives) Mighty Leader-led Middle Development (Leaders) Early Leader-led Leaders Development (Managers) 5 Alumni from advanced programs co-facilitate lower-level programs
    6. 6. 70 / 20 / 10 – Adult Learning 10 % Formal 70 % Work Experience Training20 % Feedback & Observation Michael M. Lombardo and Robert W. Eichinger of the Center for Creative Leadership 6 Formal training comprises 10% of what is learned by a leader
    7. 7. Learning Cycle Define my Sense of Self – Personal & Professional Aspirations Feedback, Implement Self- your Assessment, Development Reflection – Plan Notice the Create a Support System Gap Manager, Peers, Coach, Mentor, Friends Prioritize Create a Development Development – Build on Plan Aligned Strengths, to 70 / 20 / 10 Prioritize One Gap 7Learning begins with a recognized gap and is completed with support from a network
    8. 8. World-Class Leadership Development •360 Degree Feedback •Executive coach •Cultural Profile •Peer coaching •Emotional Intelligence •Mentor relationships •Leadership Competencies •Career Development Plan Assessment Coaching & & Feedback Mentoring Work & Training & •Stretch assignments Experience Education •Blended Learning •Action learning •Common models •Real work •Shared meaning •Alignment of expectations •Leader-led70 / 20 / 10 Model + Learning Cycle = World Class Leadership Development
    9. 9. Common Models 9 Common Models = Alignment and Agility
    10. 10. Common Themes – Red Threads Working in a Find Your Match Your Seek First to Matrix is Unique Leadership Understand, Complex, and Lead with Leadership Style with the and then to be it’s how we Heart Voice Situation Understood Grow the Business 10Red Threads, or Common Themes, create a unifying structure across the curriculum

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