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

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Frequently
Asked
Ques%ons

6. Presenting Today
Daniel Binkholder
Client Success Consultant
BizLibrary
Katie Miller
Marketing Specialist
BizLibrary

7. www.bizlibrary.com/demo

8. What are the primary objectives of
your leadership development
program?

9. We have re-evaluated leadership
competencies for our organization in
the past 6 – 12 months.

10. “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

11. 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

12. 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

13. Gain Support Own Personal
Development
Clearly Connect
Performance and Bottom
Line Results
Executive Involvement

14. Employee Engagement
Customer Satisfaction
Employee Productivity
SOURCE: The Business Case for Leadership
Development, CLO, 2017
Leadership Development Practices
Positively Impact

15. 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

16. 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

17. 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

18. Business Impact
Financial Results
Key Employee Retention
Improve Organizational IQ

19. 360
MILLION
WORKERS WILL RETIRE FROM THE
GLOBAL LABOR FORCE BY 2030

20. Up to 40 to 50% of imported executives fail
within the first 18 months – internal
development is key to success!
SOURCE: McKinsey Global Institute

21. 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!

22. 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

23. Focus on
people
development
and growth
Look to the
future and
strengths
Receive
Feedback
Challenge the
status quo
Tailored Leadership Competencies

24. 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

25. 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

26. SOURCE: http://2020workplace.com/blog/?p=388
• Inclusive decision making
• Genuine solicitation of feedbackCollaborative Mind-set
• Mentors and coaches team
• Provides straight feedbackDeveloper of People
• Use technology to connect customers and
employeesDigitally Confident
• Has a diverse mind-set
• Prioritizes social responsibilityGlobal Citizen
• Builds accountability across levels
• Champions innovation
Anticipates and Builds
for the Future
Leadership 2020 Model

27. Emotional intelligence is the
foundational skill set.
Self-
Awareness
Self-
Management Social
Awareness
Relationship
Management

28. Source: Daniel Goleman, What Makes a Leader, Harvard Business
Review

29. 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

30. What do you need your leaders to do to be successful?
Key Challenges Faced By Our Leaders
Uncertainty Changing DemographicsNeed for Speed

31. With each generation entering the workplace, a greater emphasis is
placed on continual development as these new employees know that they
are unlikely to stay more than a few years;
…It’s about what they can develop and acquire to
take to the next stop in the career journey.
We know that effective leaders are one of the most important influences
on levels of engagement.
“
Source: Rebecca Ray, Employee Engagement in a VUCA World

32. Leadership in Your Organization
VISION
Where are we going and why?
STRATEGY
How will we get there?
RESOURCES
What’s available and needed?

33. 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

34. 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

35. Learn By Doing
Rotational
Assignments
Action Learning
Task Force or
Project Team
Mentoring

36. Developing Relationships
Formal Training
Receiving Feedback
Self-Awareness
On-the-Job Experiences
Learning How to Learn

37. 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.

38. People who are learning agile: Seek out experiences to learn from; enjoy
complex problems and challenges associated with new experiences because
they have an interest in making sense of them; perform better because they
incorporate new skills into their repertoire.
A person who is learning agile has more lessons,
more tools, and more solutions to draw on when
faced with new business challenges.”
Source: Victoria Swisher, Becoming an Agile
Leader

39. Having a Growth Mindset
Mastery & Passion
FIXED MIXED GROWTH

40. 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

41. Questions?

42. 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

43. 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

44. 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!

45. Thank you for attending!
Katie Miller
Marketing Specialist
BizLibrary
Daniel Binkholder
Client Success Consultant
BizLibrary

46. #CLOwebinar
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BUILD YOUR BLUEPRINT FOR DIGITAL
LEARNING: HOW TO TRANSFORM YOUR
LEARNING ORGANIZATION
Tuesday, August 14, 2018
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