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5 Ways to Unlock the Hidden Value in Your Emerging Leaders

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Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Unfortunately, most employers don’t have strategic-level initiatives in place to capture and retain the knowledge that's about to leave, and they don't have replacement talent ready to step into leadership as these roles open up.

Employers also feel they can't engage and retain early career talent long enough to fill leadership roles…but what if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?

In this webinar you'll learn:

- 5 best practices to unlock the hidden value in your emerging leaders

- The business impact of investing in your current talent

- How to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others

Published in: Recruiting & HR
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5 Ways to Unlock the Hidden Value in Your Emerging Leaders

  1. 1. Presenting Today Daniel Binkholder Client Success Consultant BizLibrary Katie Miller Marketing Specialist BizLibrary
  2. 2. www.bizlibrary.com/demo
  3. 3. What are the primary objectives of your leadership development program?
  4. 4. We have re-evaluated leadership competencies for our organization in the past 6 – 12 months.
  5. 5. “The most successful strategies are those that make learning a continuous process, hardwired into a company's metabolism.“ Meghan Biro, The New Rules of Leadership
  6. 6. 86% see leadership shortfalls as a top-3 issue Two out of three employees say training plays an important role in their decision to stay with their employer. Professional development is 27% more important to millennials then baby boomers SOURCE: Bersin by Deloitte: Global Human Capital Trends 2015
  7. 7. Strong Executive Involvement Tailored Leadership Competencies Continual Re-Alignment with Business Strategy Target Multiple Levels of Leadership Learn By Doing and Application 5 Ways to Unlock the Hidden Value in Your Emerging Leaders
  8. 8. Gain Support Own Personal Development Clearly Connect Performance and Bottom Line Results Executive Involvement
  9. 9. Employee Engagement Customer Satisfaction Employee Productivity SOURCE: The Business Case for Leadership Development, CLO, 2017 Leadership Development Practices Positively Impact
  10. 10. Employee Engagement 81% of people who report to a trained leader said they were more engaged in their jobs. SOURCE: The Business Case for Leadership Development, CLO, 2017 Leadership Development Practices Positively Impact
  11. 11. Customer Satisfaction Better leadership can generate 71% percent higher customer satisfaction ratings and a 114% increase in sales. SOURCE: The Business Case for Leadership Development, CLO, 2017 Leadership Development Practices Positively Impact
  12. 12. Employee Productivity Leadership development can cause a 26% decrease in production time and a 36% increase in productivity. SOURCE: The Business Case for Leadership Development, CLO, 2017 Leadership Development Practices Positively Impact
  13. 13. Business Impact Financial Results Key Employee Retention Improve Organizational IQ
  14. 14. 360 MILLION WORKERS WILL RETIRE FROM THE GLOBAL LABOR FORCE BY 2030
  15. 15. Up to 40 to 50% of imported executives fail within the first 18 months – internal development is key to success! SOURCE: McKinsey Global Institute
  16. 16. Knowledge transfer might be the single best reason to improve your leadership development program . . . now. 25% By 2020 of the workforce will be older adults aged 55 and up. SOURCE: U.S. Census Bureau 48% of companies have no intention to do any strategic planning about how retirement affects their business! SOURCE: AARP Poll Experience, knowledge, and skills!
  17. 17. 42% of companies surveyed reported hiring retired employees as “consultants” Informal Knowledge Transfer Driving a culture of knowledge, sharing and communication Some specialized knowledge WILL be lost
  18. 18. Focus on people development and growth Look to the future and strengths Receive Feedback Challenge the status quo Tailored Leadership Competencies
  19. 19. Leadership Models For Development Behavioral Theories Behavior patterns that results in leadership success Trait Theories Universal leadership traits that can be taught and learned Great Man Theories Leaders are born, not made Group Theories Leadership emerges in small group settings
  20. 20. Leadership Models For Development Transformational Theories Motivation, alignment and sometimes values Contingency /Situational Theories leadership behaviors in specific situations. Excellence Theories The interactions between traits, behaviors, key situations and group facilitations
  21. 21. SOURCE: http://2020workplace.com/blog/?p=388 • Inclusive decision making • Genuine solicitation of feedback Collaborative Mind-set • Mentors and coaches team • Provides straight feedback Developer of People • Use technology to connect customers and employeesDigitally Confident • Has a diverse mind-set • Prioritizes social responsibility Global Citizen • Builds accountability across levels • Champions innovation Anticipates and Builds for the Future Leadership 2020 Model
  22. 22. Emotional intelligence is the foundational skill set. Self- Awareness Self- Management Social Awareness Relationship Management
  23. 23. Source: Daniel Goleman, What Makes a Leader, Harvard Business Review
  24. 24. Continual Re-Alignment with Business Strategy Identify successors for critical roles Enhancing effectiveness of current leaders Develop leadership Bench strength Accelerate the Development of High potentials Influence or change Company culture Increase employee Engagement and productivity
  25. 25. What do you need your leaders to do to be successful? Key Challenges Faced By Our Leaders Uncertainty Changing DemographicsNeed for Speed
  26. 26. Leadership in Your Organization VISION Where are we going and why? STRATEGY How will we get there? RESOURCES What’s available and needed?
  27. 27. Target Multiple Levels High Potential Employees Supervisory and Team Lead Managing Advanced Leadership Executive Development New Managers & Newly Promoted Mid And Senior Level Managers Technical And Professional Senior Directors And Vice Presidents
  28. 28. Supervisory and Team Lead • Changing roles and communication • What is leadership • Working with peers • Delegation • Establishing credibility New Managers • The management / leadership mix • Working with peers • Developing others • Emotional intelligence Mid-Level Managers • Learning resources targeted to their role of managing other managers • Job rotation and stretch assignments for growth • Feedback and mentoring Technical and Professional Leaders • Leadership fundamentals, business acumen and communication skills • Learning at the time of need and on-demand Executives and Senior Leadership • Higher level leadership skills – motivation, strategy and innovation • Peer to peer collaboration • Highly focused development plans and executive coaching Developing Learning Plans at Different Levels
  29. 29. Learn By Doing Rotational Assignments Action Learning Task Force or Project Team Mentoring
  30. 30. Developing Relationships Formal Training Receiving Feedback Self-Awareness On-the-Job Experiences Learning How to Learn
  31. 31. Learning Agility Defined: The willingness and ability to learn from experience and the ability to apply what you’ve learned for effective performance in new or unfamiliar conditions.
  32. 32. Having a Growth Mindset Mastery & Passion FIXED MIXED GROWTH
  33. 33. Strong Executive Involvement Tailored Leadership Competencies Alignment with Business Strategy Target Multiple Levels of Leadership Learn By Doing and Application 5 Ways to Unlock the Hidden Value in Your Emerging Leaders
  34. 34. Questions?
  35. 35. Establishing a Culture of Agility Video Lesson From this lesson, the viewer will learn about the four areas that must be understood and modified in a culture of agility. The lesson also describes applicable strategies for creating an agile organization, such as communicating well, supplying resources, and increasing tolerance of mistakes. Establishing a Culture of Agility
  36. 36. Using Emotional Intelligence Video Course This eight-lesson video course covers the major components of EI: self- awareness, self-regulation, social awareness, and relationship management. In this video lesson, we will introduce the concept of emotional intelligence, describe how it differs from other types of intelligence, and summarize the different parts of EI. Using Emotional Intelligence
  37. 37. Let us know through the poll if you’d like a free demo of BizLibrary’s online course collection. www.bizlibrary.com/demo Try out these video lessons and more!
  38. 38. Thank you for attending! Katie Miller Marketing Specialist BizLibrary Daniel Binkholder Client Success Consultant BizLibrary

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