The answer may be ultimately moot, but the assumption underlying the question is important. Learning and talent management are increasingly interwoven into the fabric of today’s organizations. Yet many learning practitioners who grew up through the training organization struggle with the transformation from trainer in chief to talent manager responsible for holistic workforce management from recruitment to performance to succession. In this interactive session, we’ll explore how employee development is aligned with an integrated talent strategy and the implications for today’s learning leaders.
Ron Garrow, Group Head, Talent Acquisition, Management and Development, MasterCard International
Amy J. Zuckerman, M.A., Senior Learning Services Manager, Corporate Learning, Harvard Business Publishing
4. Competing to Win – Leadership Behaviors
• Empower and coach
others to make decisions,
while simplifying
processes and delegating
approvals wherever
possible
• Accepts clear
responsibility and
accountability for results
• Promote constructive
dialogue and debate
• Use & share data to
objectively assess risk
• Treat failures as learning
opportunities
• Energizes others
to compete to win
• Serve as a catalyst for
culture change
• Proactively address
challenges and make quick
decisions based on best
available information
Thoughtful
Risk Taking
Sense of
Urgency
Empowerment
& Accountability