The document discusses training and development needs for leaders of technical professionals. It finds that many learning leaders say their organizations do not offer specialized training for technical leaders. However, effective organizations invest 146% more in training for technical leaders than ineffective organizations. The document also examines the unique challenges technical leaders face, their preferred learning methods, and skills needed for technical leadership roles. It concludes that learning leaders must understand technical leaders' needs to design effective continuous training programs.

1. 60%
32%
53%
T R A I N I N G
L E A D E R S
TECHNICAL
P RO F E S S I O N A L S
FOR
OF LEARNING LEADERS SAY THEIR ORGANIZATIONS DO NOT OFFER SPECIALIZED
COURSES OR WORKSHOPS FOR LEADERS OF TECHNICAL PROFESSIONALS
OF LEARNING LEADERS SAY THEIR TRAINING ORGANIZATIONS PROVIDE
EFFECTIVE TRAINING FOR LEADERS OF TECHNICAL PROFESSIONALS60%
53%
32%
OF EFFECTIVE ORGANIZATIONS’ OVERALL TRAINING INVESTMENT IS
DEDICATED TO LEADERS OF TECHNICAL PROFESSIONALS - 146% MORE
THAN THE AVERAGE INVESTMENT MADE BY INEFFECTIVE ORGANIZATIONS
L E A R N I N G
L E A D E R S
DRIVE THE DEVELOPMENT OF AN ORGANIZATION
T E C H N I C A L
L E A D E R S
ARE A GROUP WITH UNIQUE DEVELOPMENT NEEDS
of
• FACE-TO-FACE INSTRUCTOR-LED COURSES
• COACHING
• ROLE PLAYS
L E A R N I N G
L E A D E R SS AY :
• SELF-PACED ONLINE
• SIMULATIONS OR VIDEOS
• ASK EXPERT PEERS
• SELF-DEVELOPMENT
• ENCOURAGING TEAM ENGAGEMENT
• LEADING TEAMS THROUGH ORGANIZATIONAL CHANGE
L E A R N I N G
L E A D E R SS AY :
• DELIVERING ON PROJECTS WITH FEWER RESOURCES
• RECRUITING TECHNICAL PROFESSIONALS
• BALANCING THEIR TEAM’S COACHING NEEDS WITH
THEIR OWN PERSONAL RESPONSIBILITIES
T E C H N I C A L
L E A D E R S
T E C H N I C A L
L E A D E R S
6
W O R K P L A C E
N E E D S O F
T E C H N I C A L
P RO F E S S I O N A L S
AC H I E V E M E N T
AU TO N O M Y
P RO F E S S I O N A L I D E N T I F I C AT I O N
M I S S I O N A N D G OA L S PA RT I C I PAT I O N
C O L L E G I A L S U P P O RT A N D S H A R I N G
K E E P I N G C U R R E N T
SOFTWARE
DEVELOPER
VP OF LEARNING
& DEVELOPMENT
TRAINING
MANAGER
INSTRUCTIONAL
DESIGNER
HR DIRECTOR
RESEARCH
SCIENTIST
ENGINEER FINANCIAL
ANALYST
T H E R E I S A G A P B E T W E E N T H E A S S U M P T I O N S
O F L E A R N I N G L E A D E R S A N D T H E E X P E R I E N C E S R E P O RT E D B Y
L E A D E R S O F T E C H N I C A L P RO F E S S I O N A L S .
TO P 3 C H A L L E N G E S F O R T E C H N I C A L L E A D E R S
• ONLINE RESOURCES • BOOKS AND ARTICLES • LEARNING FROM PEERS
• INTRODUCE TOOLS AND STRATEGIES TO IMMEDIATELY APPLY ON THE JOB
• INCLUDE KNOWLEDGEABLE AND ENGAGING FACILITATORS
• INCORPORATE INTERACTIVE CLASSES (LECTURES AND ACTIVITIES)
• INCLUDE MODULAR SESSIONS WITH A CONTINOUS LEARNING APPROACH
E F F E C T I V E T R A I N I N G I N I T I AT I V E S
P R E F E R R E D L E A R N I N G M E T H O D S
T H E R E I S A L I G N M E N T O N :
M O S T E F F E C T I V E D E L I V E RY M E T H O D S
LEARNING LEADERS ARE RESPONSIBLE FOR
DESIGNING AND DEVELOPING TRAINING THAT ADDRESSES THE
LEARNING PREFERENCES OF TECHNICAL LEADERS, AND ALSO
CONSIDERS THE NEEDS OF TECHNICAL PROFESSIONALS THEY LEAD.
POOR LEADERSHIP NOT ONLY HINDERS
PRODUCTIVITY, BUT ALSO IMPACTS:
• RETENTION AND ENGAGEMENT
• TALENT DEVELOPMENT
• INNOVATION
• ADOPTION OF NEW TECHNOLOGIES
• TIME TO MARKET
E S S E N T I A L S K I L L S F O R T E C H N I C A L L E A D E R S
• BUILDING TRUST
• BUILDING COLLABORATIVE RELATIONSHIPS
• COMMUNICATING EFFECTIVELY AT ALL LEVELS
B Y U N D E R S TA N D I N G T H E I R DA I LY
C H A L L E N G E S , T H E I M P O RTA N C E O F PA RT I C U L A R L E A D E R S H I P
S K I L L S , A N D T H E I R P R E F E R R E D L E A R N I N G M E T H O D S , L E A R N I N G
L E A D E R S C A N D E S I G N A N D D E V E L O P E F F E C T I V E A N D
C O N T I N O U S T R A I N I N G I N I T I AT I V E S F O R L E A D E R S O F
T E C H N I C A L P RO F E S S I O N A L S .
S AY :
S AY :
RESULTING IN:
SINCE MANY TECHNICAL LEADERS ARE OFTEN
TECHNICAL PROFESSIONALS THEMSELVES, THEY ENCOUNTER SIMILAR
LEADERSHIP PITFALLS, SUCH AS:
• MICROMANAGING THEIR EMPLOYEES
• BALANCING THEIR OWN DEVELOPMENT NEEDS WITH THOSE OF
THEIR EMPLOYEES
• FAILING TO IMPROVE LEADERSHIP SKILLS AND EMBRACE NEW
RESPONSIBILITIES
• BEING A LEADER INSTEAD OF A PROJECT MANAGER
S O U R C E S
“Leading Technical Professionals,” 2013 Report by Training Industry, Inc. and GP Strategies.
www.trainingindustry.com/training-outsourcing/products/research/leading-technical-professionals.aspx
“Leading Technical People,” 2013 Report by BlessingWhite, A Division of GP Strategies.
www.blessingwhite.com/LTP