Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity. In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization. www.bizlibrary.com

1. LEADERSHIP DEVELOPMENT

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

3. WHAT WE HOPE YOU’LL LEARN
Why leadership development is important
Challenges faced by today’s leaders
Leadership development best practices

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. POOR LEADERSHIP PRACTICES
COST COMPANIES MILLIONS OF DOLLARS EACH YEAR - EQUAL TO OF ANNUAL SALES…
7%
SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011.

7. POOR LEADERSHIP PRACTICES
NEGATIVELY IMPACT:
EMPLOYEE RETENTION
CUSTOMER SATISFACTION
EMPLOYEE PRODUCTIVITY
SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011.

8. AS MUCH AS OF AN ORGANIZATION’S VOLUNTARY TURNOVER CAN BE AVOIDED THROUGH BETTER LEADERSHIP SKILLS
SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011.
32%

9. BETTER LEADERSHIP CAN GENERATE TO
IMPROVEMENT IN CUSTOMER SATISFACTION SCORES …
SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011.
3
4%
CORRESPONDING TO INCREASE IN REVENUE GROWTH
1.5%

10. BETTER LEADERSHIP PRACTICES COULD ELIMINATE OF PRODUCTIVITY DRAG
SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011.
5 - 10%

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

12. 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

13. 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

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

15. 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

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

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

18. IMPACT ON BUSINESS
FINANCIAL RESULTS
KEY EMPLOYEE RETENTION
IMPROVE ORGANIZATIONAL IQ

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

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

21. COLLABORATION
LEARNING AGILITY
PEOPLE DEVELOPMENT
DIGITIAL LITERACY
GLOBAL CITIZENSHIP
Vision
Interpersonal Skills
Ability To Develop Others
Intelligence
Character

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

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

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

25. EXECUTIVE LEVEL

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

27. TECHNICAL OR PROFESSIONAL

28. Coaching Performance appraisals Developing others Managing change Communications Business acumen
SOURCE: Bersin by Deloitte , Current Capabilities by Role, December 2011

29. MID-LEVEL MANAGERS
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

30. MID-LEVEL MANAGERS

31. Job rotation
Action learning
Task force or project teams
Mentoring

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

35. 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

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

37. OF PARTICIPANTS GRADUATED FROM THE PROGRAM
EXCELLENCE IN LEADERSHIP PROGRAM
80%
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

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41. Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
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