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Guiding Growth: Future Trends in Leadership Development


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"Guiding Growth: Future Trends in Leadership Development"

From a webinar originally presented on April 18, 2011.

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Guiding Growth: Future Trends in Leadership Development

  1. 1. Guiding Growth: Future Trends in Leadership Development <br />April 19, 2011<br />
  2. 2. Presenters<br />Jami Wolfe, Ph.D. Kelly Reed, M.S.<br />Consultant Consultant<br />
  3. 3. Upcoming Events<br />April 26th- Complimentary Seminar: "Comprehensive Talent Management for Organizational Success“<br />May 3rd- Complimentary Seminar: "Building a Culture of Integrity“<br />June 2nd- 5th Annual Family Business Speaker Series: "Keystones for Family Business Success“ <br />June 24th- Registration Deadline for 2011-2012 Leadership Advantage Program<br />For more information, visit our events page:<br />
  4. 4. Agenda<br />Trends/best practices in leadership development (LD)<br />Implementing leadership development programs (LDPs) in your organization<br />CMA case studies:<br />Accelerating through Transitions: “Hi-Po Harry”<br />Getting Back on Track: “Senior Sally”<br />
  5. 5. A Brief History<br />
  6. 6. Leader Development<br />Intervention designed to improve this leader’s capabilities<br />
  7. 7. Leadership Development<br />Intervention designed to improve these leaders’ collective capabilities<br />
  8. 8. “The CEOs Speak”<br />(From IBM Press Room, 2011)<br />
  9. 9. The Changing Nature of Leadership<br />(Martin, 2006)<br />
  10. 10. Techniques for LD<br />Percentage of Companies Using Various Leadership Development Interventions (Conference Board, 1999)<br />
  11. 11. Best Practices in LD<br />Effective LDPs (Miller & Desmarais, 2007):<br />Align LD with strategic initiatives<br />Supported by key stakeholders<br />Assess the impact of culture<br />Link LD to other HR processes<br />Sustain development through support of others<br />
  12. 12. Why LD Efforts Fail<br />(Ready & Conger, 2003)<br />“Ownership is Power” Mindset<br />Power and politics interfere<br />Productization of LD<br />Not linked to strategy<br />Make-Believe Metrics<br />Not linked to program objectives<br />
  13. 13. The Future of LD<br />(Riggio, 2008)<br />LD is a growing concern <br />Continued research <br />Be wary of LD as a “one-size-fits-all” product<br />Guiding philosophies of LD<br />From developing individual capabilities to building organizational capacity<br />
  14. 14. Application For Your Organization<br />(Yost & Plunkett, 2010)<br />Phase I: Initial Planning<br />Business strategy<br />Organizational needs analysis<br />Desired outcomes<br />Phase II: Program Design<br />Form task force/steering committee<br />Follow best practices:<br />Align with the business<br />Follow adult learning principles<br />Build networks<br />Require practice<br />Build in feedback<br />Extend over time<br />Emphasize learning transfer<br />Evaluate using appropriate metrics<br />Phase III: Pilot Program <br />Implementation<br />Evaluation<br />Modification<br />Phase IV: Full Program<br />Implementation<br />Evaluation<br />Ongoing calibration<br />
  15. 15. Summary of Trends, Best Practices and Research<br />
  16. 16.
  17. 17. HiPo Harry:<br /><ul><li>“High Potential”
  18. 18. Moving into a new management role
  19. 19. Quick riser
  20. 20. How do we ensure that he will stay on track?</li></li></ul><li>Senior Sally<br /><ul><li>Mid to late in her career
  21. 21. Was considered a high potential but has now stalled
  22. 22. Where does she want to go?
  23. 23. What should the organization do with her?</li></li></ul><li>
  24. 24.
  25. 25.
  26. 26.
  27. 27. The Process<br />
  28. 28. DISCOVERYOUR POTENTIAL<br />CONTEXT<br />First we get to know the individual, their situation, their challenges in the organization, and their success stories. <br />We learn as much as we can about the organization and its strategy. <br />We get their perception of the baseline. <br />
  29. 29. Assessment<br />Individual assessment<br />Personality<br />Motivation<br />Leadership<br />Critical reasoning and problem solving<br />In-depth interview<br />Past, present, and future context<br />Perspective<br />
  30. 30. 360 Evaluations <br />
  31. 31. VS.<br />
  32. 32. Persuasive<br />Conscientious<br />Insightful<br />Extroverted<br />Strategic<br />Responsible<br />Achievement<br />Social Presence<br />Open to Experience<br />Agreeable<br />
  33. 33. Create a Development Plan<br />Identify the GAPS between where the individual is today and where they need to be in the future<br />What are the 2-3 strengths ?<br />How can they leverage their strengths to help the organization?<br />What are 2-3 areas of development?<br />
  34. 34. SUPPORT<br />Where does the support come from?<br />Horizontally from peers<br />Vertically from sponsor in organization<br />Externally from the CMA coach<br />
  35. 35.
  36. 36.
  37. 37. Leadership Retreat<br />LEARN AS ATEAM<br />
  38. 38. Into The World<br />
  39. 39. ACTION<br />LEARNING <br />PROJECT<br />
  40. 40. Coaching<br />
  41. 41. How Do We Find Our Needle<br />Department Benchmarking<br />Creating Wellness Initiatives to Impact the Bottom Line<br />The Leadership Story<br />Potential New Market Certification<br />Acquisition Analysis<br />National Procurement Process- Achieving the Best Possible Value<br />
  43. 43. Resources<br />Real-Time Leadership Development (2010), by Paul Yost and Mary Plunkett<br />Why Leadership Development Efforts Fail (2003), in Harvard Business Review, by Douglas Ready and Jay Conger<br />Best Practices in Leadership Development and Organizational Change (2005), by L. Carter and colleagues<br />Global CEO Study (2010), by IBM<br />
  44. 44. Summary<br />Coaching & Mentoring<br />
  45. 45. Questions?<br />Thank you!<br />Contact Us<br />Jami Wolfe, Ph.D. Kelly Reed, M.S.<br /><br /> 314-721-1860 <br />