The document discusses the importance of leadership development in organizations, highlighting that poor leadership can lead to high employee turnover, reduced customer satisfaction, and decreased productivity. It advocates for developing leaders using tailored competencies and strategies aligned with business goals, emphasizing the need for strong executive involvement. The document also presents best practices for leadership programs and stresses the significance of mentoring and experiential learning in cultivating effective leaders.

1. LEADERSHIP DEVELOPMENT

2. ?
We have re-evaluated
leadership competencies
for our organization in
the past 6 – 12 months.

3. WHAT YOU’LL TAKE-AWAY
Poor leadership skills are costly to an organization.
Organizations need to develop leaders faster, and build
deeper bench strength.
Employee focused leadership development strategies help
meet the challenges faced by today’s leaders.

4. 360
MILLION
WORKERS WILL RETIRE FROM THE
GLOBAL LABOR FORCE BY 2030

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

6. Employee Retention
Customer Satisfaction
Employee Productivity
Poor leadership practices
negatively impact…
SOURCE: Making the Business Case for Leadership
Development, The Ken Blanchard Companies, 2011.

7. Employee Retention
As much as 32% of an organization’s
voluntary turnover can be avoided through
better leadership skills.
Poor leadership practices
negatively impact…
SOURCE: Making the Business Case for Leadership
Development, The Ken Blanchard Companies, 2011.

8. Customer Satisfaction
Better leadership can generate 3-4%
improvement in customer satisfaction
scores…corresponding to 1.5% increase in
revenue growth.
Poor leadership practices
negatively impact…
SOURCE: Making the Business Case for Leadership
Development, The Ken Blanchard Companies, 2011.

9. Employee Productivity
Better leadership practices could eliminate
5-10% of productivity drag.
Poor leadership practices
negatively impact…
SOURCE: Making the Business Case for Leadership
Development, The Ken Blanchard Companies, 2011.

10. CHANGING
DEMOGRAPHICS
NEED FOR SPEED
UNCERTAINTY
CHALLENGES FACED BY
OUR LEADERS
WHAT DO YOU NEED YOUR LEADERS
TO DO TO BE SUCCESSFUL?

11. GREAT MAN THEORIES:
Leaders are born not made.
GROUP THEORIES:
leadership emerges in small group settings
TRAIT THEORIES:
there are universal leadership traits that can be taught and
learned
BEHAVIORAL THEORIES:
behavior patterns that results in leadership success

12. SOCIAL / CONNECTED THEORIES:….
CONTINGENCY/ SITUATIONAL THEORIES:
leadership behaviors in specific situations
EXCELLENCE THEORIES:
the interactions between traits, behaviors, key situations
and group facilitations allow people to lead.
TRANSACTIONAL / TRANFORMATIONAL THEORIES:
leadership behaviors in specific situations

13. VISION:
Where are we going and
why?
STRATEGY:
How will we get there?
LEADERSHIP IN YOUR
ORGANIZATION

14. 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.
Rebecca Ray, Employee Engagement in a VUCA World
“

15. LEADERSHIP DEVELOPMENT
BEST PRACTICES
Strong executive
involvement
Tailored leadership
competencies
Alignment with
business strategy
Target multiple levels
of leadership
Learn by doing

16. Make a clear connection
between improving your
leadership’s performance and
improving bottom line results.
EXECUTIVE INVOLVEMENT

17. FINANCIAL RESULTS
KEY EMPLOYEE RETENTION
IMPROVE ORGANIZATIONAL IQ
BUSINESS IMPACT

18. LEADERSHIP COMPETENCIES
FOCUS ON PEOPLE
DEVELOPMENT
LOOK TO THE FUTURE
MAXIMIZE POTENTIAL
FOCUS ON GROWTH AND
EDUCATION
CHALLENGE THE STATUS QUO
PERFORMANCE!!!

19. Training focuses on best
practices, while
development focuses on
next practices.
The #1 Reason Leadership Development Fails
Mike Myatt, Forbes
“

20. INTERPERSONAL
SKILLS
ABILITY TO
DEVELOP
OTHERS
INTELLIGENCEVISION CHARACTER
PEOPLE
DEVELOPMENT
LEARNING
AGILITY
DIGITAL LITERACYCOLLABORATION GLOBAL
CITIZENSHIP
EMERGING COMPETENCIES

21. ALIGN WITH BUSINESS
STRATEGY
SUCCESSORS
HIGH POTENTIAL
BENCH STRENGTH
SET STANDARDS
CULTURE NORMS
DEVELOP AND ENGAGE
EMPLOYEES

22. TARGET MULTIPLE LEVELS
EXECUTIVE LEVEL
TECHNICAL OR PROFESSIONAL
MID-LEVEL
FRONTLINE AND NEW

23. EXECUTIVE LEVEL
Higher level leadership skills –
motivation, strategy and
innovation
Peer to peer collaboration
Highly focused development
plans and executive coaching

24. EXECUTIVE LEVEL

25. Leadership fundamentals,
business acumen and
communication skills
Project management and
formal certification
Learning at the time of need
and on-demand reference
material
TECHNICAL OR PROFESSIONAL

26. TECHNICAL OR PROFESSIONAL

27. Blended learning supported by
performance support resources
Learning resources targeted to
their role of managing other
managers
Job rotation and stretch
assignments for growth
Feedback and mentoring
MID-LEVEL MANAGERS

28. MID-LEVEL MANAGERS

29. JOB ROTATION
ACTION LEARNING
TASK FORCE OR PROJECT
TEAMS
MENTORING
LEARN BY DOING

32. LEADERSHIP DEVELOPMENT
BEST PRACTICES
Strong executive
involvement
Tailored leadership
competencies
Alignment with
business strategy
Target multiple levels
of leadership
Learn by doing

33. EXCELLENCE IN LEADERSHIP
PROGRAM
When leaders understand the big picture,
we are able to work together more
efficiently and produce the best collection
of products and systems for our
customers.
Kristen Nazario, HR Director,
Bally Technologies

34. CORPORATE
COMMITMENT
GOAL ATTAINMENT
LEADERSHIP
VALUES
BALLY PRODUCT
CUSTOMER FOCUS
INTELLECT
OPERATIONAL ISSUES
SELF-FOCUS
GAMING 101
EXCELLENCE IN LEADERSHIP
PROGRAM

35. OF PARTICIPANTS GRADUATED
FROM THE PROGRAM80%
EARNED PROMOTIONS
WITHIN THREE MONTHS
OF GRADUATING
30%Our Leadership Development Program has contributed to
better collaboration and synergy among departments – we
are a global company that develops, manufactures, and
services numerous systems and products, when leaders
understand the big picture, we are able to work together
more efficiently and produce the best collection of products
and systems for our customers.
Kristen Nazario, HR Director, Bally Technologies
EXCELLENCE IN LEADERSHIP
PROGRAM

36. KEY TAKE-AWAYS
Poor leadership skills are costly to an organization.
Organizations need to develop leaders faster, and build
deeper bench strength.
Employee focused leadership development strategies help
meet the challenges faced by today’s leaders.
BizLibrary provides leadership development resources
targeted to key competencies and leaders across your
organization.

37. CREATING MENTORING
PROGRAMS THAT WORK!
Course: Mentoring: Creating a
Mentoring Program
Course: Mentoring: Why a
Mentoring Program

38. NO RISK EXPERIENTIAL
LEARNING
Course: Problem Solving:
Process, Tools, and Techniques
Provide leaders with scenario-
based learning that enables
them to experience real world
situations in safe, exploratory
environments.

39. WWW.BIZLIBRARY.COM/FREE-TRIAL
FREE 30-DAY TRIAL!
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40. Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
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