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Copyright © 2016 InspireOne Consultants. All rights reserved.
TAKE
W
ING
Redefining Learning Journeys
The Changing Perspective
Changing Perspective
Background
With change being the only constant, no two
leadership situations are the same. While
organizations today realize the importance of right
leadership in driving success; they are unsure about
how to develop their potential talent.
This paper is built on our insights from client
experiences and hopefully comes as an aid to
organizations in designing learning journeys that
make a difference.
Finding the fulcrum
Leadership does not exist in a vacuum or within the
boundaries of an organization. Not only do
organizations get impacted by dynamic change but
also the increased turmoil coming from the need to
balance a number internal and external forces. Let’s
look at some of these alternate forces, additionally
impacting organizations today :
• A continuously evolving business environment,
creating unknown complexities and challenges,
and bringing with it a constant need within
organizations to simplify its processes and
systems.
• With the wheel turning from consumption to
experiential consumption, a need for
organizations to switch gears between profit
oriented business and business that is customer
responsive.
• Changing work profiles especially the millennial
who challenge the organizations with an
impatient requirement for individual growth while
organizations face challenges in balancing these
needs with organization priorities.
These above inconsistencies coupled with
competitive pressures calls for each organization to
re-design itself and - find its own fulcrum.
Towards the start of new decade, each organization
will struggle to find this unique point of balance,
and leadership who will both create it and lead
dynamic change towards this fulcrum.
The shifting wheel
In meeting the demands of the earlier described
context, organizations globally are moving from
standard processes and models to more agile
systems. However, the CEO is no longer comforted
only by models and processes, he demands the
right ’leader’ - ready & developed to take on
organizational complexities.
The good news is that, to meet the demand of the
changing environment and stakeholders like the
CEO, L&D strategies too are changing their
paradigms. We call this phenomena - The shifting
wheel.
Below we highlight few global trends in L&D which
are gaining sharper focus in organizations :
Global trends in L&D
®
Alternate forces impacting
organization today
Continuous evolving
business environment
Wheel turning from
consumption to
experiential consumption
Changing work profiles
A famous saying "Everything changes and nothing remains still .. ... you cannot step twice into
the same stream" - defines today's leadership development.
ACCELERATING
LEARNING
Training mindset
to Development
mindset
Competency
based program
to experience
based learning
Event based to
just in time
continuous
learning
Trainer lead to
technology
driven learning
Assessment to
development
• Potential development for emerging leaders is a
motivator. Leaders/participants feel more
engaged and empowered as a result of
understanding what needs to be developed and
how this would happen because of the
integrated approach the journey provides.
• Because of the adoption of the concept of
70:20:10 by organizations a more holistic and
effective development framework has come into
existence. Development focus has moved up
some notches.
However, equally, there are challenges that this
approach has brought.
®
Our experience of working with learning journeys
over the past 5 years
Since Indian organizations have been immersed in
scripting their growth stories for the past few years,
leadership development has followed as a natural
progression. In our experience, most organizations
fully understand that development is not just an
event and much more needs to be done to create
business results. Enter - leadership development
journeys, emanating from this understanding.
 Looking back at our experience, the results of these
journeys has indeed been a mixed bag for
organizations, consulting partners and the
participant leaders themselves.
Some of the positive experiences are mentioned
below :
• Greater focus on assessments has brought more
data and better clarity around development gaps.
Challenges:
1. While all stakeholders understand the value & importance of leadership development, the focus given is
still not enough. Balancing the results in the here and now vs. the important but not urgent development
journeys, is no easy task for stakeholders, and even those leaders committed to their development find
their focus wavering.
2. Leadership development is real hard work. Besides the ecosystem support, it requires insightful
understanding of strengths & gaps by the participant leaders and a strong support through coaching to
build behaviors. The learning processes adopted by organizations are usually disjointed, based on “what
sells internally” and is easy to implement. The measures are loosely defined and focused on less
relevant things-eg feedback scores post workshops. Partly this is because it is hard to do harder things
in an already complicated world. And mostly, because it requires a shift in mindset & skill set of
stakeholders-always tough to accomplish. Companies and leaders who decide to embark on this journey
need to be prepared to work hard.
3. We spoke about disjointed processes earlier - Our experience is that one way that organizations respond
to leadership journeys is by looking at partners who are known & credible in their areas. These
“specialist” partners are great in their specific areas, but integrating the specific pieces together
becomes another big challenge, leading to a considerable loss of effectiveness.
4. Most organizations find it difficult to manage the 70% learning (70; 20; 10 principle). They lack skills to
link competencies to on - the - job business projects that are supported by effective learning structures.
Skill gaps in coaching further reduces the efficacy of leadership journeys especially where behavior
development is key.
5. Leadership behaviors of engaging in development process continues to be less visible particularly in not
so mature organizations where measurements/KPIs’ around “developing talent’ are not in place.
Obviously, such organizations have challenges in building a development culture.
6. For a participant leader, the consequence of a hard earned development has to be some movement -
firstly the changed behavior has to be acknowledged, next the insight of how this is of help in the current
role or future role has to be established. Most often, this is left to the individual to figure. It is no wonder
that the once motivated participant leader soon becomes a passive follower.
What then are the options that organizations have?
1. Development & Business results are interlinked
comprehensively. Unless business leaders &
HR/OD leaders don’t work together to create and
support this linkage, a virtual tug of war will pull
people in opposite directions. When reviewing
people processes, companies would do well to
link these strongly to business results.
2. OD/L&D functions need to build confidence in
their abilities to add value to business, constantly
build relevant skills, get out of their silos to work
shoulder to shoulder with business.
3. Build KPIs’ around developing people and ensure
that these are a part of every leader’s goal sheet.
Ensure skills of coaching & developing others is in
place and these are reviewed periodically. Create
space to learn.
4. Review Competency/Talent frameworks
periodically, so that the measurement &
development is happening in the right areas.
5. Most important is to build commitment. Take
small bites. Learning journeys are a must for
organizations - but sustaining them to get the
right results requires alignment, skills &
leadership behaviours. Keep at it - you would
arrive at desired results, slowly but surely.
®
Conclusion
Leadership development is not a choice. While
discussions for answering questions like - develop
for now/develop for future or develop all vs develop
potential leaders will carry on , the key point is that
organizations need to find their fulcrum, learn from
the past and embark on leadership development
journeys with clear measures around what will
create the most significant results. Combined with a
distinct approach & a design to deliver multiple
learning experiences organizations can hope to
accelerate leadership capital significantly.
Reference
• Rethink Your Leadership Development Strategy,
Neuroleadership Institute, Dr. David Rock
• How can organizations develop their leadership
capability?, IBM (February 2014)
We, hereby acknowledge the efforts of following individuals from InspireOne’s Leadership
Practice, for developing this report:
Mrs. Neeta Mohla
Head of Leadership Practice, InspireOne
Phone: 0124-4827232
Email: neetamohla@inspireone.in
Ms. Sadhvee Manocha
Management Trainee, Leadership Practice, InspireOne
Phone: 0124-4827223
Email: sadhveemanocha@inspireone.in
About InspireOne
We are a leading consulting firm offering
organizational and leadership development
solutions.
With nearly two decades of experience in the
consulting domain, we help organizations convert
their people and organizational capabilities into
corporate value. We want to see businesses
prosper.
We believe that the road to unparalleled success is
when organizations are able to convert their most
valuable asset- their human capital- to
organizational capability. That is why InspireOne
has united with a single purpose- of being the
preferred partner in helping organizations and
leaders grow by unleashing the optimal power and
potential of their people.
Our Partners
®
Our partners are leaders in their respective areas of expertise with years of researched know - how and
worldwide experience. Together, we catalyze and improve business performance by developing your most
valuable talent - your people.
For more information, please visit www.inspireone.in or email us at info@inspireone.in
Countries
Represented
Global
Partners
3
Professionals
Globally
2000 50
Number of
People Inspired
Clients
Worked With
100000
Global pioneer in Human Capital
Management solutions including
Employee Assessments,
Engagement Surveys & Talent
Development
World renowned expert in Sales
Development and Sales Force
Acquisition & Evaluation for
leading international businesses
Global leader in Organization
Development and Performance
Enhancement with over 40 years
of experience
250+

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Leadership Development Process - InspireOne - Redefining Learning Journeys

  • 1. ® Copyright © 2016 InspireOne Consultants. All rights reserved. TAKE W ING Redefining Learning Journeys The Changing Perspective Changing Perspective
  • 2. Background With change being the only constant, no two leadership situations are the same. While organizations today realize the importance of right leadership in driving success; they are unsure about how to develop their potential talent. This paper is built on our insights from client experiences and hopefully comes as an aid to organizations in designing learning journeys that make a difference. Finding the fulcrum Leadership does not exist in a vacuum or within the boundaries of an organization. Not only do organizations get impacted by dynamic change but also the increased turmoil coming from the need to balance a number internal and external forces. Let’s look at some of these alternate forces, additionally impacting organizations today : • A continuously evolving business environment, creating unknown complexities and challenges, and bringing with it a constant need within organizations to simplify its processes and systems. • With the wheel turning from consumption to experiential consumption, a need for organizations to switch gears between profit oriented business and business that is customer responsive. • Changing work profiles especially the millennial who challenge the organizations with an impatient requirement for individual growth while organizations face challenges in balancing these needs with organization priorities. These above inconsistencies coupled with competitive pressures calls for each organization to re-design itself and - find its own fulcrum. Towards the start of new decade, each organization will struggle to find this unique point of balance, and leadership who will both create it and lead dynamic change towards this fulcrum. The shifting wheel In meeting the demands of the earlier described context, organizations globally are moving from standard processes and models to more agile systems. However, the CEO is no longer comforted only by models and processes, he demands the right ’leader’ - ready & developed to take on organizational complexities. The good news is that, to meet the demand of the changing environment and stakeholders like the CEO, L&D strategies too are changing their paradigms. We call this phenomena - The shifting wheel. Below we highlight few global trends in L&D which are gaining sharper focus in organizations : Global trends in L&D ® Alternate forces impacting organization today Continuous evolving business environment Wheel turning from consumption to experiential consumption Changing work profiles A famous saying "Everything changes and nothing remains still .. ... you cannot step twice into the same stream" - defines today's leadership development. ACCELERATING LEARNING Training mindset to Development mindset Competency based program to experience based learning Event based to just in time continuous learning Trainer lead to technology driven learning Assessment to development
  • 3. • Potential development for emerging leaders is a motivator. Leaders/participants feel more engaged and empowered as a result of understanding what needs to be developed and how this would happen because of the integrated approach the journey provides. • Because of the adoption of the concept of 70:20:10 by organizations a more holistic and effective development framework has come into existence. Development focus has moved up some notches. However, equally, there are challenges that this approach has brought. ® Our experience of working with learning journeys over the past 5 years Since Indian organizations have been immersed in scripting their growth stories for the past few years, leadership development has followed as a natural progression. In our experience, most organizations fully understand that development is not just an event and much more needs to be done to create business results. Enter - leadership development journeys, emanating from this understanding.  Looking back at our experience, the results of these journeys has indeed been a mixed bag for organizations, consulting partners and the participant leaders themselves. Some of the positive experiences are mentioned below : • Greater focus on assessments has brought more data and better clarity around development gaps. Challenges: 1. While all stakeholders understand the value & importance of leadership development, the focus given is still not enough. Balancing the results in the here and now vs. the important but not urgent development journeys, is no easy task for stakeholders, and even those leaders committed to their development find their focus wavering. 2. Leadership development is real hard work. Besides the ecosystem support, it requires insightful understanding of strengths & gaps by the participant leaders and a strong support through coaching to build behaviors. The learning processes adopted by organizations are usually disjointed, based on “what sells internally” and is easy to implement. The measures are loosely defined and focused on less relevant things-eg feedback scores post workshops. Partly this is because it is hard to do harder things in an already complicated world. And mostly, because it requires a shift in mindset & skill set of stakeholders-always tough to accomplish. Companies and leaders who decide to embark on this journey need to be prepared to work hard. 3. We spoke about disjointed processes earlier - Our experience is that one way that organizations respond to leadership journeys is by looking at partners who are known & credible in their areas. These “specialist” partners are great in their specific areas, but integrating the specific pieces together becomes another big challenge, leading to a considerable loss of effectiveness. 4. Most organizations find it difficult to manage the 70% learning (70; 20; 10 principle). They lack skills to link competencies to on - the - job business projects that are supported by effective learning structures. Skill gaps in coaching further reduces the efficacy of leadership journeys especially where behavior development is key. 5. Leadership behaviors of engaging in development process continues to be less visible particularly in not so mature organizations where measurements/KPIs’ around “developing talent’ are not in place. Obviously, such organizations have challenges in building a development culture. 6. For a participant leader, the consequence of a hard earned development has to be some movement - firstly the changed behavior has to be acknowledged, next the insight of how this is of help in the current role or future role has to be established. Most often, this is left to the individual to figure. It is no wonder that the once motivated participant leader soon becomes a passive follower.
  • 4. What then are the options that organizations have? 1. Development & Business results are interlinked comprehensively. Unless business leaders & HR/OD leaders don’t work together to create and support this linkage, a virtual tug of war will pull people in opposite directions. When reviewing people processes, companies would do well to link these strongly to business results. 2. OD/L&D functions need to build confidence in their abilities to add value to business, constantly build relevant skills, get out of their silos to work shoulder to shoulder with business. 3. Build KPIs’ around developing people and ensure that these are a part of every leader’s goal sheet. Ensure skills of coaching & developing others is in place and these are reviewed periodically. Create space to learn. 4. Review Competency/Talent frameworks periodically, so that the measurement & development is happening in the right areas. 5. Most important is to build commitment. Take small bites. Learning journeys are a must for organizations - but sustaining them to get the right results requires alignment, skills & leadership behaviours. Keep at it - you would arrive at desired results, slowly but surely. ® Conclusion Leadership development is not a choice. While discussions for answering questions like - develop for now/develop for future or develop all vs develop potential leaders will carry on , the key point is that organizations need to find their fulcrum, learn from the past and embark on leadership development journeys with clear measures around what will create the most significant results. Combined with a distinct approach & a design to deliver multiple learning experiences organizations can hope to accelerate leadership capital significantly. Reference • Rethink Your Leadership Development Strategy, Neuroleadership Institute, Dr. David Rock • How can organizations develop their leadership capability?, IBM (February 2014) We, hereby acknowledge the efforts of following individuals from InspireOne’s Leadership Practice, for developing this report: Mrs. Neeta Mohla Head of Leadership Practice, InspireOne Phone: 0124-4827232 Email: neetamohla@inspireone.in Ms. Sadhvee Manocha Management Trainee, Leadership Practice, InspireOne Phone: 0124-4827223 Email: sadhveemanocha@inspireone.in
  • 5. About InspireOne We are a leading consulting firm offering organizational and leadership development solutions. With nearly two decades of experience in the consulting domain, we help organizations convert their people and organizational capabilities into corporate value. We want to see businesses prosper. We believe that the road to unparalleled success is when organizations are able to convert their most valuable asset- their human capital- to organizational capability. That is why InspireOne has united with a single purpose- of being the preferred partner in helping organizations and leaders grow by unleashing the optimal power and potential of their people. Our Partners ® Our partners are leaders in their respective areas of expertise with years of researched know - how and worldwide experience. Together, we catalyze and improve business performance by developing your most valuable talent - your people. For more information, please visit www.inspireone.in or email us at info@inspireone.in Countries Represented Global Partners 3 Professionals Globally 2000 50 Number of People Inspired Clients Worked With 100000 Global pioneer in Human Capital Management solutions including Employee Assessments, Engagement Surveys & Talent Development World renowned expert in Sales Development and Sales Force Acquisition & Evaluation for leading international businesses Global leader in Organization Development and Performance Enhancement with over 40 years of experience 250+