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Building Leadership Development from Scratch - ASTD 2011


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This presentation covers 3 main points:
1. What should you think about when creating or adjusting your leadership efforts.
2. The content you may want to include within a program, and
3. What metrics should you include,

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Building Leadership Development from Scratch - ASTD 2011

  1. 1. Twitter: @BenjaminMcCall Building Leadership Development
  2. 2. Chris Brogan
  3. 3. @BenjaminMcCall Join the Conversation #LDP #GCASTD
  4. 4. 3 Thoughts
  5. 6. Presentation/Talk Disclaimer <ul><li>Leadership is a broad and evolving discipline that has many definitions and perspectives. If you were to do a query on the topic you would literally find thousands of definitions, approaches and studies supporting and disproving each distinct concept. </li></ul><ul><li>Among the over-arching ideas are Neuro Leadership, Primal, Authentic Leadership, Corporate and Non-Profit Leadership, Citizen-based leadership, etc. etc. </li></ul><ul><li>With this talk we will discuss approaches, recommendations and practices to help begin to create a leadership development based program. This presentation is meant to give insights into these ideas as we all should be aware that there is no one silver bullet. Each organization will need to define what outcomes and goals should be accomplished. </li></ul><ul><li>* When attending this session understand that the slide order is a guide and may not be followed as the needs of the audience may move in various directions. I cannot guarantee that after leaving this session that you will receive all the answers. What I can guarantee is that you will leave with at least one practical idea on how to begin and/or ReThink your Leadership Development efforts! </li></ul><ul><li> Enjoy! </li></ul>
  6. 9. It’s Nonya business… … What my Business Is!
  7. 10. Some stuff we already know?
  8. 11. Organizations with the highest quality leaders were 13 X more likely to outperform their competition in key bottom-line metrics (i.e. financial performance). Comparison : When leaders reported current leadership quality as poor, only 6 % of them were in organizations that outperform their competition .
  9. 12. 3 Steps
  10. 13. Choose VS.
  11. 14. Increase Performance?
  12. 16. I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation . — Warren Bennis
  13. 17. <ul><li>Right leaders in the right roles </li></ul><ul><li>Growing leaders is Key! </li></ul><ul><li>Bolster Succession Efforts </li></ul><ul><li>Change the way you think about the role of Leadership </li></ul>What efforts should we focus on…
  14. 18.
  15. 19.
  16. 20. Leadership Topics
  17. 21. Get to the point… What to think about for a Leadership Development Program <ul><li>A. Evaluate: </li></ul><ul><ul><li>Assess the Goal of the program  Why? </li></ul></ul><ul><ul><li>Assess the Goals of potential stakeholders  Why? </li></ul></ul><ul><li>B. Identify LD Candidates </li></ul><ul><ul><li>Succession Planning   </li></ul></ul><ul><ul><li>HIPO Non-Managers   </li></ul></ul><ul><ul><li>HIPO Level   </li></ul></ul><ul><ul><li>* Succession Plan, Nominations vs. Open to all </li></ul></ul><ul><li>C. Real-World Application: </li></ul><ul><ul><li>Using stories for application </li></ul></ul><ul><ul><li>Business case studies (inside and outside), </li></ul></ul><ul><ul><li>Speakers (internal and external) vs. Experiences </li></ul></ul>
  18. 23. Assessments and Evaluation
  19. 24. Real Business Problems Games Experiential
  20. 25. Resources <ul><li>I. What do you have at your disposal? </li></ul><ul><li>Past and current material </li></ul><ul><li>SME’s </li></ul><ul><li>LMS </li></ul><ul><li>Opportunity for rotational experience. </li></ul><ul><li>II. Outside the box </li></ul><ul><li> Leadership Moments </li></ul><ul><li>Roundtable Discussions </li></ul><ul><li>Lunch and Learns </li></ul><ul><li>Outside Vendors </li></ul><ul><ul><li>Center for Creative Leadership Podcasts </li></ul></ul><ul><ul><li>Linkage, Inc. </li></ul></ul><ul><li>Clips from Movies </li></ul><ul><li>- TED talks on Leadership </li></ul><ul><li>Games and Activities </li></ul><ul><li>How are others doing it? </li></ul>
  21. 26. Self - Driven
  22. 27. Teamwork ! Chris Brogan
  23. 28. Mentoring
  24. 29. Delivery of Topic by Level
  25. 30. Idea Sample for Set-Up
  26. 31. Idea Sample for Set-Up
  27. 33. Levels of Evaluation
  28. 34. Ask: “What are the business Metrics”
  29. 35. Comparisons
  30. 36. What CEOs Measure? ROI Institute Survey of CEO’s in Fortune 500 Companies with “We” referring to the CEO’s answer on what their organization measures for Learning and Development. The Measure We Currently Measure We Should Measure in the Future My Ranking of the Importance of This Measure Percentage Average Rank Inputs:  Last year, 78,000 employees received formal learning. 94% 86% 6.73 6 Efficiency:  Formal learning costs $2.15 per hour of learning consumed. 78% 82% 6.92 7 Reaction:  Employees rated our  training  very high, averaging 4.2 out of 5. 53% 22% 7.15 8 Learning:  Our programs reflect growth in knowledge and skills of our employees. 32% 28% 4.79 5 Application:  Our studies show that at least 78% of employees are using the skills on the job. 11% 61% 3.42 4 Impact:  Our programs are driving our top five business measures in the organization. 8% 96% 1.45 1 ROI:  Five ROI studies were conducted on major programs yielding an average of 68% ROI. 4% 74% 2.31 2 Awards:  Our learning and development program won an award from ASTD. 40% 44% 3.23 3
  32. 39. <ul><li>INCLUDE? </li></ul><ul><li>Evaluation & Assessment </li></ul><ul><li>Key Business Drivers </li></ul><ul><li>Business Scenarios </li></ul><ul><li>Experiential </li></ul><ul><li>Self Lead & ILT </li></ul>
  33. 40. Metrics
  34. 41. Ordinary doing the Extraordinary
  35. 42. &quot; Leadership at its core … is the right people, allowing the right people - in the right situations - do THEIR best work&quot; — Me
  36. 43.
  37. 44. Connect/Consult Leadership, Talent Management, HR & Organizational Development @BenjaminMcCall !!Subscribe!!!
  38. 45.
  39. 46. DDI Study <ul><li>Low satisfaction with effectiveness of leadership development </li></ul><ul><li>Ineffective development impacts current leadership quality & future bench strength </li></ul><ul><li>Leadership skills for the future are not the same as the past . Leaders aren’t effective in those skills </li></ul><ul><li>* Summary of DDI’s 2011 Global Leadership Forecast survey of 2600 organizations in 74 countries. Nearly 1,900 HR professionals and 12,500 leaders participated. </li></ul><ul><li>4. Development approaches: Classroom still at the top </li></ul><ul><li>5. Development only part of the equation for high quality leadership </li></ul><ul><li>6. The role of management is still in yester year mode </li></ul><ul><li>7. Higher Quality Leadership = Superior Business Performance </li></ul>
  40. 47. Metrics Metric/Tool Examples Surveys Smile Sheets, 30 Day Behavior Change, Annual Corporate Employee Satisfaction Survey Comparisons <ul><li>Performance Mgmt System </li></ul><ul><li>Competency/Behavior Change </li></ul><ul><li>Performance of Direct Reports </li></ul><ul><li>Promotion Rates </li></ul><ul><li>360 Assessments </li></ul><ul><li>LDP vs. Everyone else </li></ul>Mentoring Relationship Mentoring Surveys + involvement across the business View from Mentee / Mentor Business Metrics <ul><li>Individual and Group contribution to Business Goals </li></ul><ul><li>Business Case Results </li></ul><ul><li>Performance and Annual Reviews </li></ul><ul><li>Delivery on Change Management </li></ul><ul><li>Increase Coaching and Business Contribution </li></ul>