2. Precursors to LDP
• Cultural awareness and diagnostic tools for OD/HRD
• Competency frameworks
• Mature human resource function
• Strong leadership commitment (implicit and explicit)
• An SBU level independence of organizational LDP
1
3. LDP Development Phases
• Business Diagnosis
• Alignment with business vision, objectives, organizational culture and business
impact areas
• Objective definition and manifesto (Concept Document)
• Assessment
• Building an assessment tools inventory
• Program Design
• Defining operational details of the program
• Implementation
• Change management
• On the job support
• Creating support structures on the job for transference of learning
• Evaluation
2
4. Business Needs Diagnosis for LDP
Business Needs for LDP by Assessment Methods by Usage
Importance frequency
100% 120%
90% 95%
80%
100%
70% 75% 100%
94%
60% 89%
80%
50%
53% 52%
40% 72%
30% 60%
31% Importance
20%
10% 50%
40%
0% Usage frequency
20%
22%
17% 17%
0%
3
5. Leadership Frameworks
• Developmental Strategies Key Components of the LDPs
Action(able) learning
(in order of the frequency of use) Exposure to senior executives
Increasing awareness
Experiential learning
360-degree feedback
Working from core individual values and vision
Commitment to corporate vision and strategy
Simulation-based learning
Group interventions
Visioning sessions
Internal case studies
Modelling
Whole-scale interventions
Scenario planning
Cross-functional rotations
Assessment centers
Organizational or corporate indicator models
Other
4
6. LDP content
• Content of programs by Frequency • Content of programs by Emphasis
Content of LDPs Most Emphasised Content
Teaming, teamwork Teaming, teamwork
Giving and receiving feedback Customer service
Results-based decision making Ethics and integrity
Ethics and integrity Giving and receiving feedback
Customer service Results-based decision making
Coaching Coaching
Innovation Business acumen
Business acumen Emotional intelligence
Emotional intelligence Innovation
Systems thinking
Building networks and alliances
Diversity (race, ethnicity, thinking styles,
or all forms)
Financial acumen
Productivity
Sales
Other
Stress management
Consensus building
5
7. Critical Success Factor : Leadership
behavior
Critical Leadership Behavior for Success of LDP
Importance %
Ties compensation to initiative 27
Articulates case for change 67
Participates in education and training 73
Facilitates education or training 47
Integrates initiative into strategic plan 60
Models behavior consistent with strategy 73
Allocates funds for the initiative 93
6
8. Critical Success Factor : LDP Design
• Eight-week follow-up on action plans
• Leadership development training, employee behaviour standards, measuring the important
things, accountability at all levels, communications at all levels
• Shared ownership of ideas, trust individual and group expression and Improvisation
• Dedicated internal coaches to participants
• Cross-functional strategic leadership teams
• Use of informal opinion leaders identified through survey and targeted behaviours for change
• Personal growth and behaviour/learning plan and written contract; post program reassessment nine
to twelve months following participation
• Development of a leadership strategy that is aligned with and helps drive the business strategy
• Building of effective networks and thinking without boundaries
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9. Business Impact: Measures of ROI
Measures of ROI
100%
90%
80% 87%
70%
73%
60% 67%
50%
53%
40%
30%
33%
20% 27%
Frequency of Usage
10%
7%
0%
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10. Best Practice: Food for Thought
• Best LDPs are strategically aligned to business needs
• LDPs are based on customized frameworks (many don’t have a competency
framework associated with it)
• Best LDPs are developmental and not evaluative in nature
• Best programs are evaluated and have a capability building objective (metric)
associated with it
• Internal controls over the quality of programs are important
• Best LDPs are constantly critically validated by OD/HRD departments
• ROI measures must be placed even though impact is difficult to measure
• Creating internal capability for LDPs
• Best LDPs are integrated with other OD initiatives like change and culture
management
9
11. Appendix I : The sample for study
USD in Million
Company Industry Employees
(*,in Billion)
Agilent Inc. Technologies, Electronics 36,000 $6,010.0
Corning Communications 23,300 $3,164.0
Delnor Hospital Health care 1,382 $235.1
Emmis Communications, Media 3,080 $533.8
First Consulting Group Business services 1,775 $282.7
GE Capital Finance 315,000+ $131.7 *
Hewlett-Packard Computer hardware 1,41,000 $56,588.0
Aeorspace Technology,
Honeywell
manufacturing 100,000+ $22,274
Intel
Manufacturing, electronics 78,700 $26,764.0
Lockheed Martin Aerospace, defense 1,25,000 $26,578.0
Mattel Consumer products 25,000 $4,885.3
McDonald’s Corporation Leisure, restaurant 4,13,000 $15,405.7
MIT Education 9,400 $1,664.7
Motorola Telecommunications 97,000 $26,679.0
Praxair Chemicals 25,010 $5,128.0
St. Luke’s Hospital Healthcare 5500 $424
StorageTek Computer Hardware 7,100 $2,039.6
Windber Medical Center Healthcare 427 $54
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12. Appendix II : Ldp Practices
Company Leadership Competencies Developmental Approach
Builds equity in the Agilent brand
- Practices strategic portfolio
360 Degree feedback: one annual and
management
three quarterly mini feedbacks
- Promotes a global brand
- Creates a boundary less organization
Practices active leadership
Coaching & Mentoring Programs: Eight
- Leads people
week review for each of the parallel
- Actively manages talent
approaches. Mentors are matched with
- Models accountability
Agilent Inc. (Excellence) psychometric tools & developmental
- Models trust, respect, and teamwork
needs.
- Models uncompromising integrity
Delivers superior market-driven
performance Five Camps: A five stage classroom &
- Focuses externally on the customer experiential learning approach. Each
- Drives for results camp is followed by a project.
- Models speed Movement to the next camp only after
- Models focus coach's recommendation.
- Models innovation
11
13. Ldp Practices contd.
Functionally aligned internally developed
framework called five stage innovation &
Leadership model across the company
focussing on entrepreneurial and Only one offsite for classroom
Corning (Innovation
Innovation competencies. learning. Completely on the job
Management and
- Road mapping learning model with a coach. No
growth)
- Managing Portfolio mentoring.
- Innovation Management
- Customer Understanding
- Self Leadership
Nine Principles, no competency frameworks
besides 4 EQ competencies. No
competencies measured. 5 Business impact
areas ( Service, Quality, Cost, People,
Growth) measured through nine Two day leadership development
behaviours/principles. offsite annually. Strong project
Commit to excellence based leadership development
Delnor Hospital
Build a culture around service through entrepreneurial practice.
(Service Quality
Coaching and Stakeholder feedback
Excellence) Build accountability
akin to 360 feedback used for
Create and develop leaders
development purposes only. LDP
Recognize and reward success
integrated with balanced scorecard.
Focus on employee satisfaction
Measure the important things
Communicate at all levels
Align behaviors with goals and values
12
14. Ldp Practices contd.
Eight Core competencies: Informed
decision making, Innovation & agility,
Three day LDP integrated with
Passion for excellence, personal integrity,
balanced scorecard.
Emmis (Developing Talent teamwork and collaboration, customer
to be competitive, Change focus, vision into action, accountability.
management) Five additional Leadership competencies:
Strategic perspective, motivation, building Leadership coach and project
and leading teams, managing talent, based developmental plans.
efficient resource management
Leadership competencies unclustered and 360 degree feedback based
divided into key behaviours in five assessment annually and coaching
proficiency levels. bimonthly.
Business acumen Project based learning with coach
Business development Mentoring for women candidates
Citizenship Development centres
First Consulting Group Client relationships
Psychometrics for self awareness
(Talent development) Courage
and regulation
Emotional competency
FCG operations
Motivation
Sensei Harvard programs
Team play
Vision
13
15. Ldp Practices contd.
GE Capital (Change 360 degree based analysis and coaching and organizational analysis based
management and retention ) feedback. 5 day offsite program akin to a development centre.
Hewlett-Packard (M&A) Quarterly LDPs focussing on EQ
EQ based programs usually self
No separate leadership competency
nominated or supervisor nominated.
Honeywell (Six Sigma as a framework. Measures of leadership
Psychometrics used for self
mindset) as impact to business metrics used
awareness and mentoring as a major
instead.
leadership tool.
Completely project based approach.
To reach a level of WOW project an
Performance in special projects used
employee is required to exhibit the
Intel (project management and as a measure of leadership. Special
required behaviours in the project.
efficient innovation) focus on team building and
20 days comprehensive activity
management.
based programs with 12 hours of
classroom training.
Two separate programs for both the
Innovative two pronged program. One leaders types. One concentrating on
for formal leaders and second for transactional and the other
informal leaders. Formal leaders transformational leadership.
Lockheed Martin (change and assessed by change management Psychometrics used for EQ
capability building) prowess while informal leaders development. BEI used for assessing
assessed by partnership/support/ levels. Fast track LDPs with projects
customer relationship driven depending on coaches
competencies. recommendation. Full time coaches
employed.
14
16. LDP Practices contd.
Purely coaching based approach
Mattel (Organizational Culture
No leadership competencies. and on the job development with
Sustenance)
twelve week Platypus programs.
Three key competency clusters
Four phased program followed by
divided into fifteen
a second line manager driven
competencies along with
program for leadership
McDonald’s Corporation balanced scorecard based
development. Leadership coach
(Cultural and customer service metric system used to assess
used through out the program but
excellence) impact.
no mentoring. High importance
Thinking skills
placed in peer and internal
People skills
customer feedback.
Business understanding
15
