Building sustainable leadership is a top concern for most organizations. Frontline managers have a particularly broad leadership responsibility, but 60% of them receive no training for their leadership roles. In this webinar, business, leadership, and learning experts explain the importance of developing frontline leaders and how high-engagement learning can efficiently develop critical leadership capabilities for first-time and incumbent managers. Speakers also explore how new technologies help make leadership training more personalized, social, collaborative and experiential—turning any work setting into a learning space. Real-world examples illustrate how leaders can integrate their new skills into current work tasks to improve speed to proficiency and impact. Audience Takeaways: Importance of frontline manager development for solving today’s business challenges Role of leadership development at each organizational level in driving business strategy How to facilitate the transition from peer to first-time leader and key considerations at that stage How high engagement learning can accelerate leadership development, particularly for first-time managers

1. #CLOwebinar
The presentation will begin at the top of the hour.
A dial in number will not be provided.
Listen to today’s webinar using your computer’s
speakers or headphones.
Welcome to the webinar!

2. #CLOwebinar
Tools You Can Use
Audio Control
– A dial in number will not be provided.
– Adjust the volume by sliding the indicator
in the Media Player box to the right.
– Also check your computer’s volume for
external speakers or headsets.

3. #CLOwebinar
Tools
You
Can
Use
Speaker Bios
Resources
Media Player
Q&A
Slides
Twitter
Help
Post Event
EvaluationShare This
Group Chat
HRCI & SHRM
CLO Webinars

4. #CLOwebinar
1. May I receive a copy of the slides?
YES! Click on the resource list located on the top right portion
of your screen.
2. May I review the webinar recording at a later date?
YES! You may log in again using today’s link to review the
presentation on-demand.
3. Is this webinar HRCI or SHRM certified?
YES! The HRCI and SHRM certification codes will appear in
the box to the right of the slides after the required watch-
time has elapsed.
Frequently
Asked
Ques6ons

5. HOW FRONTLINE LEADERSHIP
CAN SOLVE BUSINESS
CHALLENGES
Webinar presented in collaboration
with CLO Magazine
Part of Apollo Education Group’s

6. Jeff Krider, Executive Host
SVP, Enterprise Professional Development
Apollo Education Group
How Frontline Leadership Can Solve Business Challenges
§ First of 3 webinars:
§ Leadership
§ Innovation
§ IT Talent
§ Plan to join our upcoming Innovation webinar:
Learn.Apollo.edu/Innovation
WELCOME
6!

7. Engage with speakers and fellow attendees
§ Submit questions via Q&A. Don’t wait till the end!
§ Comment on Twitter:
#LeadershipSkills
#StaySmart
Mike Prokopeak, Moderator
VP & Editor-in-Chief
CLO Magazine & Human Capital Media
BE INTERACTIVE
7!

8. #LeadershipSkills #StaySmart
TARGET TAKEAWAYS
Learn about:
Importance of
frontline manager
development for
solving today’s
business challenges
Role of leadership
development in driving
business strategy
How to facilitate
the transition from
peer to first-time
leader
How high-engagement
learning can
accelerate leadership
development for first-
time managers
8!

9. Michelle Prince
SVP, Talent Management
Randstad North America
___
Case study of Randstad’s
leadership development strategy
John Constantine
SVP, Talent Solutions
Orchestrall, Inc.
___
Leadership lifecycle,
competencies, and successful
vs. unsuccessful development
Jennifer J. Deal
Senior Research Scientist
Center for Creative Leadership®
___
Research on Millennials and
implications for leadership
development
SPEAKERS AND TOPIC AREAS
9!

10. Harnessing the Leadership Lifecycle
for Sustainable Outcomes
John Constantine
SVP, Talent Solutions
Orchestrall, Inc.
10!

11. Role Aspiring Managers New Managers
Experienced
Managers
Foundational
Program
Foundational Programs
Audience: Individual contributors with
managerial hopes; project team leaders.
By manager recommendation.
Skills focus: Interviewing/selection,
presentation and communications,
coaching, etc.
Management Skills
Audience: New people managers.
Skills focus: Managing within the
company culture and policies,
interviewing/selection, managing
1:1 performance, etc.
Leadership Skills
Audience: Experienced people managers.
Courses, events, and assignments delivered
from the executive leadership down. All
leaders early on, increasingly selective.
Skills focus: Leadership, business acumen,
team management, situational leadership.Other
Formal
Informal, Self-
Paced
Learning
Opportunities
• Continuing education: # of required credit hours per year.
• Self-directed modules, webinars, etc.
• Manager resources & performance management courses.
• Self-directed leadership resources
• Online, “bite-sized” learning modules
• Team performance resources
• Experiences: Leading a cross-functional team, peer-to-peer coaching, mentoring others,
networking with experienced managers, external leadership roles, etc.
Succession
• Early Talent Watch
• Key Enterprise Talent Programs
• Executive Development
LEADERSHIP LIFECYCLE
11!

12. CASE STUDY
Successful leadership development approach
§ Aligned with competencies
§ Delivery is:
§ Engaging, blended, collaborative
§ Individualized, mobile
§ Experiential
§ Scalable, cost-effective, solves business problems
12!

13. CASE STUDY
13!
Failed leadership development approach
§ What went wrong
§ How this caused problems for the company
§ Manager accountability

14. Case Study:
Randstad’s Frontline Leadership
Development Strategy
Michelle Prince
SVP, Talent Management
Randstad North America
14!

15. • Improve productivity, career
mobility, and profitability
• Link learning to individual and
organizational performance
• Ensure leaders make learning
and development part of their
business strategy
RANDSTAD US
LEARNING & DEVELOPMENT
STRATEGY FOCUS
Effective Onboarding Programs (Ops)
Staffing Professional Development
Proficiency & Certification (Ops)
A to B
Assistant Branch Manager (Ops)
Career Growth Support
Emerging Leaders Program
Hi Po Branch Manager (Ops)
Jumpstart
New Branch Manager Onboarding (Ops)
Start Smart
New Manager Onboarding
Leaders in Motion
Manager Development & Effectiveness
Leading in Today’s World
VP Development
Competitive Edge
VP Development

16. Manage their budget Develop business strategies
Set priorities Drive continuous improvement
Attract great people Engage and retain their people
Develop their people Advance their people
FRONTLINE MANAGERS NEED TO:
Run a profitable business team
Maintain high productivity
16!

17. New branch managers learn the
skills and knowledge to analyze
branch financial performance and
people performance, and establish
and implement a continuous
improvement plan that will lead to
branch growth and profitability.
Program KPI Results vs. Avg
• Gross Margin Growth During
• Gross Margin Growth Post YOY
• Revenue Growth During
• Revenue Growth Post YOY
Competencies Developed
• Intellectual Strength
• Agility
• Excellent Execution
• Leadership
• Connecting
New managers learn to use the
reporting and analytics tools and
people development resources needed
in their new role and throughout their
management career at Randstad.
Program KPI Results vs. Avg
• Profitable growth, Perf to Budget
• New hire retention
• Promotions %
• Turnover %
• Engagement
Competencies Developed
• Intellectual Strength
• Agility
• Excellent Execution
• Leadership
• Connecting
• Partnering
Managers enhance their ability to
engage their team, coach for
development of their staff, and drive
high performance—leading to
stronger results and development of
their own leadership ability.
Program KPI Results vs. Org
• Profitable growth, Perf to Budget
• Promotions %
• Turnover %
• Engagement
Competencies Developed
• Agility
• Excellent Execution
• Leadership
• Connecting
• Partnering
Jump Start
(new branch manager)
Start Smart
(any new manager)
Leaders In Motion
(manager effectiveness)
17!

18.
HOW RANDSTAD’S FRONTLINE LEADERSHIP
DEVELOPMENT SOLVES CHALLENGES
Aligns with:
Manager
competency model
Business
activities
ROI measures
KPI outcomes
18!

19. Empowering Millennials As Leaders
Jennifer J. Deal
Senior Research Scientist
Center for Creative Leadership®
19!

20. 23% 26%
34%
17%
54%
28%
13%
4%0
10
20
30
40
50
60
monthly or more
frequently
quarterly twice a year annually
get feedback want feedback
From
MILLENNIALS WANT . . .
Consistent Development and Coaching
20!
PercentageofRespondents

21. Current Level Millennials
Level 1 - Administration 13%
Level 2 - Professional 26%
Level 3 - Senior Professional/First-level Manager 23%
Level 4 – Middle Manager 31%
Level 5 – Senior Manager/Executive 56%
Percentage of Millennials Who Want to Get to the Top of an Organization
MILLENNIALS WANT . . .
Growth Opportunities
From21!

22. MILLENNIALS WANT . . .
Their Time to Be Used Effectively
54%
22!
From
say they don’t have enough time to engage in
development in the way they need to.

23. INSPIRE YOUR WORKFORCE TO BE LEADERS
PREMIER
LEADERSHIP
SKILL
DEVELOPMENT
STATE-
OF-THE-ART
DELIVERY
RETURN ON
LEADERSHIP
FRONTLINE LEADER IMPACT
In partnership with Center for Creative Leadership®
Reimagined
Online
Experience
Rich
Instructional
Model
Social and
Collaborative
Engaging and
Personalized
Shareable and
Savable
Portable and
Secure
23!

24. INSPIRE YOUR WORKFORCE TO BE LEADERS
PREMIER
LEADERSHIP
SKILL
DEVELOPMENT
STATE-
OF-THE-ART
DELIVERY
RETURN ON
LEADERSHIP
FRONTLINE LEADER IMPACT
24!
Learn more at LeadershipACE.com

25. Profile of the “Next Genera1on” Leaders
25
Difficult
Discussions
–
“Engaging
in
important
conversa3ons
with
employees
and
peers”
Building
rela6onships
–
“Networking
with
leaders
across
the
organiza3on”
Cri6cal
thinking
–
“Par3cipa3ng
in
think
tank
group
to
op3mize
the
supply
chain”
Career
development
–
“growth-­‐focused
development
measured
in
the
immediate
benefits
and
long
term
value
the
development
returns
to
the
organiza3on
and
the
learner's
career”
Performance
Management
–
“bringing
out
the
best
in
a
team”
Leadership
Styles
–
“relevant
and
effec3ve
soE
skill
training
that
immediately
apply
to
day-­‐to-­‐day
situa3ons”
Feedback
–
“Personalized
context
through
immersive
feedback
on
assignments,
faculty
interac3on
and
learning
projects”

26. Q&A
ApolloPD.com | LeadershipACE.com | West.edu/NAW
26!

27. ApolloPD.com
LeadershipACE.com
West.edu/NAW
27!

28. Thank you!
28!
ApolloPD.com | LeadershipACE.com | West.edu/NAW