The document discusses competency based leadership development. It states that 85% of common skills for effective management are known, and that the skills needed to do a job are mostly consistent. It also discusses that adults learn from experience, and some people learn better from experience than others. The document advocates for organizations to have best practices and systems to effectively develop current and future leaders.

1. The Lindmand Group Hong Kong Melbourne Newport Beach Paris Singapore La Jolla Leveraging Your HR Capital © David Workman 2009 COMPETENCY BASED LEADERSHIP DEVELOPMENT

2. Competencies and skills matter! Critical skills can be developed. Some people are well equipped to learn critical skills. It takes rigor to make development work. Leveraging Your HR Capital © David Workman 2008

3. 85% of the common skills that lead to effective management and leadership are known. The behavioral and attitudinal skills it takes to do a job are known and are mostly consistent across situations. Leveraging Your HR Capital © David Workman 2008

4. Adults are experiential learners. The experiences that lead to the development of leadership skills is known. No matter how talented, no-one joins an organization knowing all they need to know and remains successful. Leveraging Your HR Capital © David Workman 2008

5. Some people learn far better from experience than others. There is a shortage of skilled learners, fortunately “Learning Agility” can be developed. It is fairly predictable who has the best chances of building the key skills necessary for the future. Leveraging Your HR Capital © David Workman 2008

6. Random processes aren’t good enough to keep the organization vibrant. The organization needs a set of best practices and a system that leads to the most effective use of resources to produce current and future leaders. Leveraging Your HR Capital © David Workman 2008

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12. Core competencies that research has identified as being related to core success. Career Stallers and Stoppers which can stall or stop otherwise promising careers. Leveraging Your HR Capital, David Workman 2008

13. The major and continuing studies at the center for creative leadership. Long term studies at AT&T and Sears. Studies by Harry and Daniel Levinson, Kotter, Gabarro, Jaques, Kouzes and Poser, Bennis and Titchy. Leveraging Your HR Capital, David Workman 2008

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16. Introduce COMPETENCIES ANCHOR them in the business Create success PROFILES IDENTIFY the high potentials TELL them what they need to know (building self awareness) Use ASSIGNMENT Management Leverage LEARNING Leveraging Your HR Capital © David Workman 2008

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18. Managing Director of The Lindmand Group. Advisor to the State Service Commission of New Zealand. Former Senior Vice President of HR for Piedmont Airlines, Inter-Continental Hotel Corporation and Marriot In-Flight Services. Held senior leadership roles within the Disney Organization. Master Associate of the LEADERSHIP ARCHITECT® suite. Educated at the University of California (UCLA), University of Southern California (USC) and The New York School of Industrial and Labor Relations (Cornell). Leveraging Your HR Capital © David Workman 2008 “ What all effective people have in common is the practices that make effective whatever they are. In other words, effectiveness is a habit… a complex of practices. And practices can always be learned. ” - David Workman

19. Leveraging Your HR Capital © David Workman 2008