LHH and HCI Study - Leaders Developing Leaders 2010 joycebrad507
The Human Capital Institute (HCI) and Lee Hecht Harrison (LHH) partnered to develop an original research report on the topic of “Leaders Developing Leaders,” a critical component of any leadership development strategy in today’s modern organizations, especially in light of the “Great Recession.” “Leaders Developing Leaders” refers to the strategy by which organizations leverage the use of seasoned leaders as in-house coaches and teachers. “Leaders Developing Leaders” programs are built on the theory that senior leaders are uniquely positioned to espouse and teach the leadership values and skills of organizations. In this vein, “Leaders Developing Leaders” is a leadership development program aimed at building the talent pipeline by compelling senior leaders to become the teachers, coaches, and/or mentors for the organization’s future leaders.
The Center for Creative Leadership designed Leader Development Roadmap which integrates within itself the logic and content of developing leaders in organizations on the basis of many years of research done by CCL.
Developing Leaders: A Case Study from the Legal ProfessionGus Prestera
This deck is from a 2015 GVFHRA HR Summit case study I co-presented with Ballard Spahr's Bonnie Bell. The senior leaders at Ballard Spahr, a national law firm headquartered in Philadelphia, launched a firm-wide initiative to support and implement the development of their support staff at all levels of the organization with a high expectation of accountability. Our case presentation focuses on this strategic initiative, which involved aligning senior leaders on competencies, methodology, tools, technologies, and an overall framework.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
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.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
This document discusses the IBM Leadership Development Framework. It provides background on IBM's large, diverse workforce and then summarizes IBM's approach to leadership development in 3 key areas:
1) Establishing leadership competencies that all IBM employees are assessed on and developed through programs. This includes embedding competencies in all leadership training.
2) Providing integrated leadership development programs at all levels of the company to identify, assess, and develop high-potential leaders. This includes defining leadership roles and pipelines.
3) Developing leaders through progressive training programs like LEADing@IBM and the Corporate Service Corps, which immerses leaders in emerging markets through problem-solving and global experiences.
GE invests heavily in leadership development to support its global operations and growth. It maintains the Crotonville leadership center to train managers and drive the company culture. Crotonville provides leadership training, strategic discussions, and cultural initiatives to develop managers and ensure they uphold GE's values of integrity, excellence, and customer focus. GE's leadership development evolution spans decades and aims to align training with its growth strategy while maintaining high ethical standards.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
LHH and HCI Study - Leaders Developing Leaders 2010 joycebrad507
The Human Capital Institute (HCI) and Lee Hecht Harrison (LHH) partnered to develop an original research report on the topic of “Leaders Developing Leaders,” a critical component of any leadership development strategy in today’s modern organizations, especially in light of the “Great Recession.” “Leaders Developing Leaders” refers to the strategy by which organizations leverage the use of seasoned leaders as in-house coaches and teachers. “Leaders Developing Leaders” programs are built on the theory that senior leaders are uniquely positioned to espouse and teach the leadership values and skills of organizations. In this vein, “Leaders Developing Leaders” is a leadership development program aimed at building the talent pipeline by compelling senior leaders to become the teachers, coaches, and/or mentors for the organization’s future leaders.
The Center for Creative Leadership designed Leader Development Roadmap which integrates within itself the logic and content of developing leaders in organizations on the basis of many years of research done by CCL.
Developing Leaders: A Case Study from the Legal ProfessionGus Prestera
This deck is from a 2015 GVFHRA HR Summit case study I co-presented with Ballard Spahr's Bonnie Bell. The senior leaders at Ballard Spahr, a national law firm headquartered in Philadelphia, launched a firm-wide initiative to support and implement the development of their support staff at all levels of the organization with a high expectation of accountability. Our case presentation focuses on this strategic initiative, which involved aligning senior leaders on competencies, methodology, tools, technologies, and an overall framework.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
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.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
This document discusses the IBM Leadership Development Framework. It provides background on IBM's large, diverse workforce and then summarizes IBM's approach to leadership development in 3 key areas:
1) Establishing leadership competencies that all IBM employees are assessed on and developed through programs. This includes embedding competencies in all leadership training.
2) Providing integrated leadership development programs at all levels of the company to identify, assess, and develop high-potential leaders. This includes defining leadership roles and pipelines.
3) Developing leaders through progressive training programs like LEADing@IBM and the Corporate Service Corps, which immerses leaders in emerging markets through problem-solving and global experiences.
GE invests heavily in leadership development to support its global operations and growth. It maintains the Crotonville leadership center to train managers and drive the company culture. Crotonville provides leadership training, strategic discussions, and cultural initiatives to develop managers and ensure they uphold GE's values of integrity, excellence, and customer focus. GE's leadership development evolution spans decades and aims to align training with its growth strategy while maintaining high ethical standards.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
This document discusses the evolution of learning from being facilitator-centered in the past to becoming learner-centered and learner-driven in the present and future. It also outlines how the focus has shifted from individual learning in the classroom to community-focused learning using e-learning and mobile/social platforms, and how the role of the expert has changed from telling to facilitating and now sharing knowledge.
This document provides guidance for new managers on how to be effective in their role. It discusses common mistakes that new managers make, such as taking too much control, not delegating properly, or forgetting to listen to employees. The document recommends creating a 90 day plan to help shorten the learning curve. An effective 90 day plan would involve setting goals and priorities, building relationships with key stakeholders, and focusing on credibility by meeting or managing expectations. The document also provides tips on essential skills like communication, delegation, and giving feedback to help new managers succeed.
LCP building a business case for coaching 2010Claire Walsh
A whitepaper from Brighton consultancy Learning Consultancy Partnership (LCP) aimed at HR and L&D professionals who want to build a business case for executive and leadership coaching
This study surveyed 23 companies to identify their senior leader development activities. It found that appraisals and career reviews were most used to identify needs. Mentoring and external training were popular development methods. Measuring impact most used employee and customer feedback. Developing senior leaders was seen to improve business performance. Top priorities for development were strategy formation, people leadership, and change leadership.
A Business Case for Internal CommunicationClaire Walsh
The document discusses several key points about effective internal communication based on various research studies:
1. Research shows that companies with effective employee communication are four times as likely to report high levels of employee engagement compared to those with less effective communication.
2. There has been a decline in companies taking time to explain major decisions and give employees input into decisions that affect them.
3. High-performing companies focus on engaging employees, helping managers communicate, and measuring the impact of communication.
To build great internal communication that facilitates change, organizations must ensure employees are committed to moving in the same direction with a shared understanding of goals. Regular communication through a variety of channels can help align employees, address grapevine rumors, and celebrate successes to reinforce messaging and commitment to change. Managers must also lead by example with clear and consistent communication to their teams.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
This document discusses the evolution of learning from being facilitator-centered in the past to becoming learner-centered and learner-driven in the present and future. It also outlines how the focus has shifted from individual learning in the classroom to community-focused learning using e-learning and mobile/social platforms, and how the role of the expert has changed from telling to facilitating and now sharing knowledge.
This document provides guidance for new managers on how to be effective in their role. It discusses common mistakes that new managers make, such as taking too much control, not delegating properly, or forgetting to listen to employees. The document recommends creating a 90 day plan to help shorten the learning curve. An effective 90 day plan would involve setting goals and priorities, building relationships with key stakeholders, and focusing on credibility by meeting or managing expectations. The document also provides tips on essential skills like communication, delegation, and giving feedback to help new managers succeed.
LCP building a business case for coaching 2010Claire Walsh
A whitepaper from Brighton consultancy Learning Consultancy Partnership (LCP) aimed at HR and L&D professionals who want to build a business case for executive and leadership coaching
This study surveyed 23 companies to identify their senior leader development activities. It found that appraisals and career reviews were most used to identify needs. Mentoring and external training were popular development methods. Measuring impact most used employee and customer feedback. Developing senior leaders was seen to improve business performance. Top priorities for development were strategy formation, people leadership, and change leadership.
A Business Case for Internal CommunicationClaire Walsh
The document discusses several key points about effective internal communication based on various research studies:
1. Research shows that companies with effective employee communication are four times as likely to report high levels of employee engagement compared to those with less effective communication.
2. There has been a decline in companies taking time to explain major decisions and give employees input into decisions that affect them.
3. High-performing companies focus on engaging employees, helping managers communicate, and measuring the impact of communication.
To build great internal communication that facilitates change, organizations must ensure employees are committed to moving in the same direction with a shared understanding of goals. Regular communication through a variety of channels can help align employees, address grapevine rumors, and celebrate successes to reinforce messaging and commitment to change. Managers must also lead by example with clear and consistent communication to their teams.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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Foodservice Consulting + Design