Five Reasons Why Leadership Development Fails
|
|
- Jeffrey Tucker
- 8 years ago
- Views:
Transcription
1 KS Systems, LLC Five Reasons Why Leadership Development Fails And Tips for Avoiding These Obstacles Keith Q Owen, Robert Culbertson, and Steve Dietz 2014 [Type text] KS S Y S T E M S, LLC
2 Five Reasons Why Leadership Development Fails By Keith Owen, Robert Culbertson, and Steven Dietz For years, organizations have lavished time and money on improving the capabilities of managers and on nurturing new leaders. US companies alone spend almost $14 billion annually on leadership development. 1 Moreover, when upward of 500 executives were asked to rank their top three humancapital priorities, leadership development was included as both a current and a future priority. Almost two-thirds of the respondents identified leadership development as their number-one concern. 2 In spite of this, only 7% of CEO s believe they are effective at developing their future leaders and just about a third of organizations think they do a good job of developing future leaders. 3 Further, around 30 percent of US companies admit that they have failed to exploit their international business opportunities fully because they lack enough leaders with the right capabilities. 4 Why is the performance of leadership development processes sub-optimal? We have looked into this issue for over seven years and have come up with an approach for optimizing the stickiness of leadership development programs. Optimization is a systemic process that looks at the total learning system of an organization and identifies the processes that facilitate and/or inhibit leadership improvement and takes the steps required to eliminate gaps or negative feedback loops in the system that impede leadership development. In the process, we ve identified a set of the most common impediments to successful leadership development. Here we explain some tips to overcome them. Together, they suggest ways for companies to get more from their leadership-development efforts and ultimately their leaders. 1. Failure to Link Required Expertise to Leadership Development Efforts Every organization operates in a context which includes its customers and their needs and expectations. To succeed in this context, whatever it is, organizations must exhibit a high degree of expertise in at least one of several disciplines, including: Innovation Operational Excellence Speed Quality Culture Overtime, many organizations forget this basic lesson in design and they plan their leadership development based on the current fad about what superior leadership is rather than on an 1 Copyright 2014 KS Systems Austin
3 understanding of what their organizational needs to be successful in the current and emerging market place. One effect of this this is that emerging leaders get entangled in learning things that are not highly relevant to the current and future performance of their organization. Context is as important for groups and individuals as it is for organizations as a whole: the best programs explicitly tailor a from to path for each participant based on the capability requirements of the context in which the emerging leaders are going to think and act. This is critical, for it determines the kinds of opportunities you can provide for your emerging leader group. Many of the training initiatives we come across rest on the assumption that one size fits all and that the same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, or CEO mandate. In the earliest stages of planning a leadership initiative, companies should ask themselves a simple question: what, precisely, is this program for? Focusing on context inevitably means equipping leaders with a small number of competencies (two to three) that will make a significant difference to performance. 2. A Lack of Understanding of True Learning Needs. Adults learn best when they need to learn. Most companies think of need in terms of a gap between a current and a desired behaviorally-defined skill set. While these skill-sets may be easy to assess, they are actually less important to leadership success than the deeper seated motives and mind-sets that determines how a person perceives, thinks, decides, and acts, which in many cases are hard to assess. So, readiness is one of the more complex barriers to program effectiveness for it involves understanding and assessing underlying, deep seated competencies and mindsets. Identifying some of the deepest, below the surface thoughts, feelings, assumptions, and beliefs is usually a precondition of behavioral change but one that is too often shirked in development programs. This impedes the learning process because we are not in a position to help individuals understand their needs prior to a development program, nor are we prepared organizationally to help them confront these needs later on as they are struggling to learn and grow. Promoting the virtues of delegation and empowerment, for example, is fine in theory, but successful adoption is unlikely if the program participants have a clear controlling mind-set (I can t lose my grip on the business; I m personally accountable and only I should make the decisions). It s true that some personality traits (such as extroversion or introversion) are difficult to shift, but people can change the way they see the world and their values. 3. A Lack of Systemic Support People go to learning and development programs, get all fired up, and then come back to work as usual. Hardly fertile ground for taking up the challenge of learning new ways of being a leader, which task requires commitment, discipline, concentration, and most of all on-going support. Yet it is this very challenge that emerging leaders are expected to fulfill. We talked to hundreds of managers four months after they had returned to their jobs and ask them to identify the issues that impacted their ability to learn and growth. Some of these people had enjoyed 2 Copyright 2014 KS Systems Austin
4 immense success in creating new revenues for their companies and in reducing costs while others described the high level of frustration they had experienced trying to find the time and opportunity to apply this learning. Almost without exception, the people who failed told us it was too many and competing priorities, a lack of involvement and support from their one-up manager, a lack of opportunities to use their new learning in any relevant manner, the lack of opportunity to collaborate, and the lack of feedback about their performance. In short they experienced an almost total lack of systemic support. The starting point of our evaluation research is a definition of leadership effectiveness. Leadership effectiveness is the process of getting results through others by creating an achievement oriented, relationship based endeavor. Leadership development, then, is getting improved organizations results though the work of others and is the outcome of a systemic and systematic set of activities designed to improve leadership effectiveness. 4. A Lack of Relevant Opportunities When it comes to planning a program, organization s face a daunting challenge: balancing the value of off-site programs (many in university-like settings) that offer participants time to step back and escape the pressing demands of a day job with the reality of the learning process. Adults typically retain just 10 percent of what they hear in classroom lectures but they retain nearly two-thirds when they learn by doing. Furthermore, new leaders, no matter how talented, often struggle to transfer even their most powerful off-site experiences into changed behavior on the front line. What seems to work is business relevant action learning opportunities that give people the chance to work with peers in doing things that directly benefit the organization. 5. A Lack of Measurement You cannot change what you cannot measure; yet, just barely a handful of companies actually have taken the time and energy to quantify the outcomes expected of their leadership development efforts. Perhaps this is because the task is not an easy one and is made even more difficult because the outcomes that must be measured involve the actions and performance of others. Nevertheless, companies that measure the impacts of the leadership development efforts, both at the participant level and at the level of the people he is charged with influencing (e.g., direct reports) tend to see a significant benefit. So, at the beginning of a new program, we ask the question, what results should this group of leaders be expected to produce? In other words, we start at the end of the process. Once we have defined the array of expected results, including human, financial, technical, safety, cultural, and customers, the design process goes back to the beginning focuses on a set of interdependent variables. Optimizing the Stickiness of Your Learning and Development Initiatives We use the word stickiness to refer to learning and development that works, that produces an improvement in individual, process, and organizational performance. Stickiness, simply put, is a quality 3 Copyright 2014 KS Systems Austin
5 of those organizations in which their investments in learning and development produce an impact on performance. The question arises as to just influence stickiness. The dictionary defines stickiness as a quality of a surface that causes things to adhere to it. So, the issue is: what are the qualities of an organization that cause learning and development to adhere and produce expected performance improvements. We found that to address this question properly, we had to think of the learning and development as a system. Every system has inputs, throughputs and outputs and every system has parts and relationships among the parts. In fact that is what a system is a set of interdependent parts that work together to achieve a purpose. It wasn t until we began to think about and study the problem of stickiness from a systems thinking perspective that we came to an understanding of stickiness. We have found there are six elements of the L&D system that must work in harmony to produce improved leadership effectiveness, defined as getting meaningful business results through others (see model below): 1. Linkage to organizational capability requirements 2. The readiness of individuals and the organization to engage in learning and transformation 3. Creation of experiences that engage learners in relevant development activities. 4. Provision of helping relationships and systemic support that nurture learning over time 5. Opportunities to practice 6. Feedback relative to relevant performance targets 4 Copyright 2014 KS Systems Austin
6 Design Let s look at how each of these elements contributes to stickiness. Variable 1: Capability Requirement Getting performance enhancement from your leadership development activities requires that we know what capabilities we need as an organization and what expertise is required to execute these capabilities. Capability refers to what your organization must be able to do to be successful while expertise refers to what it actually can do. Stickiness is an outcome of the degree to which capability (the need) and expertise (what is developed) interact. Ideally every one of your learning and development initiatives will serve to enhance the expertise your organization requires to be successful. What capabilities should the program strengthen? The answer to this question of course What can we actually do? Where are the gaps between what we can do and what we must do? What organizational capabilities are required to lead? (What must we be able to do extremely well? depends on the context in which the organization is operating and the capabilities it requires to be successful in this context. Variable 2: Individual and Organizational Readiness Readiness is multidimensional and comprises both organizational and individual readiness to engage in learning. This readiness is never a given, for learning often flies in the face of existing organizational and individual mindsets. It is an axiom of adult learning that adults learn best when they feel a need to learn. Two elements to readiness: individual and organizational: Awareness Readiness Individuals need to be aware of what their learning needs are and why these are important to the success of the business. Commitment Organizations must be ready to support those who are chosen for development Variable 3: Design and Delivery Design refers to the blueprint for actively engaging participants in the process of learning. Design must specifically link the learning experience to the needs of the business or organization. In addition, after talking to thousands of men and women who were chosen to participate in learning and development activities, every learning activity must link to these needs Delivery must be done in a way that challenges yet motivates self-extension and nurtures commitment and involvement. This means that the experiences in which learners get engaged must simulate those that will be encountered back home at work. Delivery 5 Copyright 2014 KS Systems Austin
7 Variable 4: Provision of Systemic Support Learning doesn t end when the L & D activity is over; it just begins. Optimization requires that four kinds of systemic support be available: Many challenging and relevant opportunities for using the new learning must be made available to program participants. These opportunities need to be structured so that they combine both DOING new things and the chance to REFLECT on what one has done. Learning requires on-going support in the form of coaching and mentoring. These are helping relationships that specifically nurture learning. On-going feedback and continuous learning learning requires feedback and learning organization establish feedback rich environment in which learners get a high quantity and quality of informal feedback and the opportunity to use this learning to improve performance. Supportive processes and infrastructures the structures that support and provide input into the L&D system must be in total alignment with the aims of L&D. This would include structures like selection, promotions, performance management, career development, etc. In general these define the organization s talent management processes. Variable 5: Opportunities for Internalization and Integration For a variety of reasons, leadership development is a particularly challenging endeavor. Some of the ways leadership development creates unique [problems for organizations are: Impact across Time and Space - In leadership development, there can be significant time lag between the leader s actions and the impact of those actions. Leveraged Influences - Most leadership definitions include some form of the concept that leaders are responsible for influencing the behaviors of others. Consistent with that definition, the measurements of success need to include assessments on how the behaviors of others have changed. This is a missing step in contemporaneous approaches, where the metrics focus on a simple, linear cause-effect cycle. Systemic Nature of the Leadership Context- The issues that leaders deal with are usually the messy issues. This intense, complex environment Helping Relationsh ips Challengin g Opportuni ties Systemic Factors Supportiv e Systems Feedback precludes success by employing fragmented, piecemeal approaches. The measurement approaches typically employed do not well capture the levels of organizational support needed to bring sustained change in complex environments. Values Thoughts Actions Integration and Change 6 Copyright 2014 KS Systems Austin
8 Strategic Value of Leadership - The strategically focused executive will ponder complex questions with no simple answers. These questions are not about the cost; rather, these questions are about the strategic importance of the objective. If we knew the return, then we could ask about the costs. These are profound questions, and most often, executives have to make judgments about the relative strategic value of leadership without the right tools to guide or inform their judgments. The ability to push training participants to reflect, while also giving them real work experiences to apply new approaches and hone their skills, is a valuable combination in emerging markets. There, the gap between urgent must do projects and the availability of capable leaders presents an enormous challenge. In such environments, companies should strive to make every major business project a leadership-development opportunity as well, and to integrate leadership-development components into the projects themselves. Variable 6: Improved leadership effectiveness We frequently find that companies pay lip service to the importance of developing leadership skills but have no evidence to quantify the value of their investment. When businesses fail to track and measure changes in leadership performance over time, they increase the odds that improvement initiatives won t be taken seriously. Part of the problem here relates to the list above relating to the challenges of leadership development: leadership development is only manifested over a significant time dimension and through other people s behavior and performance. This means that during the planning phase of any initiative, it is wide to develop what we call an impact model, which is just a list of the objectives Participants Core Capabilities Core Applications Key Performance (Success) Indicators Participant Goals/Outcomes Business Goals Conclusion In spite of what you read you can obtain a measurable impact from your leadership development efforts. All you have to do is to follow a systematic approach from the first planning session to the finished product improved leadership capacity with discipline and dedication. We know this is true for we have witnessed it on numerous occasions. 7 Copyright 2014 KS Systems Austin
9 References 1. Laci Loew and Karen O Leonard, Leadership Development Factbook 2012: Benchmarks and Trends in U.S. Leadership Development, Bersin by Deloitte, July 2012, bersin.com. 2. The State of Human Capital 2012 False Summit: Why the Human Capital Function Still Has Far to Go, a joint report from The Conference Board and McKinsey, October Matthew Gitsham et al., Developing the Global Leader of Tomorrow, Ashridge Business School, July Pankaj Ghemawat, Developing global leaders, McKinsey Quarterly, June Robert Culbertson and Keith Owen, Ph.D. How to maximize the impact of learning and development through evidence based evaluation. Human Resource Planning Society, 2013, Vol. 88, pp Copyright 2014 KS Systems Austin
Why leadership-development programs fail
JANUARY 2014 Illustration by Bill Butcher Why leadership-development programs fail Pierre Gurdjian, Thomas Halbeisen, and Kevin Lane Sidestepping four common mistakes can help companies develop stronger
More informationWHY LEADERSHIP DEVELOPMENT FAILS. (and How to Make it a Success)
02 LEADERSHIP DEVELOPMENT CAN BE GENERALLY DEFINED AS ANY ACTIVITY THAT ENHANCES THE QUALITY OF LEADERSHIP WITHIN AN ORGANIZATION. IT S A SIMPLE CONCEPT, BUT ALL TOO OFTEN IT FAILS BECAUSE OF ITS INHERENTLY
More informationA company s health has always depended in large part on the ability of employees to
Best Practices of Talent Management and Succession Planning Written by Lois Webster, CEO and General Manager, LearnShare LLC Exclusively for T&D Submitted by Trade Press Services November 2008 A company
More informationDEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT
DEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT Results That Matter Sustained Impact for You, Your Business and the World. What matters most to you? How individuals thrive,
More informationEssential Ways That Coaching Can Help Executives
Journal of Excellence Issue No. 8 Witherspoon & White 7 Essential Ways That Coaching Can Help Executives Robert Witherspoon and Randall P. White, USA Robert Witherspoon is the founding principal of Performance
More informationExecutive Breakthrough Program
Executive Breakthrough Program Bespoke year-long development to unleash your potential and improve your results in CEO and Group Executive roles By Invitation Only Companies are not properly developing
More informationCoaches Coach, Players Play, and Companies Win
Coaches Coach, Players Play, and Companies Win Patrick C. Caironi Pennsylvania State University Executive coaching has been a part of business consulting for some time now, and according to London (2002),
More informationEffective Workforce Development Starts with a Talent Audit
Effective Workforce Development Starts with a Talent Audit By Stacey Harris, VP Research September, 2012 Introduction In a recent survey of CEO s, one in four felt they were unable to pursue a market opportunity
More informationTRAINING AND EDUCATION IN THE SERVICE OF MILITARY TRANSFORMATION
TRAINING AND EDUCATION IN THE SERVICE OF MILITARY TRANSFORMATION Ecaterina Livia TATAR Lecturer, Regional Department of Defense Resources Management Studies, Brasov, Romania The magnitude and challenges
More informationTips to Make e-learning a Success
Tips to Make e-learning a Success Today is a critical time for training. Changing technologies, compressed time lines, limited resources, and scrutinized budgets all make it crucial that your e-learning
More informationChapter XX Performance Management: What Are The Best Practices?
Chapter XX Performance Management: What Are The Best Practices? Thomas B. Wilson Susan Malanowski Wilson Group, Inc. Concord, MA www.wilsongroup.com In order to remain competitive, achieve strategic objectives
More informationGrowing Tomorrow s Leaders Today Preparing Effective School Leaders in New York State
The New York State Board of Regents and The New York State Education Department Growing Tomorrow s Leaders Today Preparing Effective School Leaders in New York State "The factor that empowers the people
More informationof various obstacles that will get in their way, like the organizational culture or their own work-life priorities
Some would believe that it s simply not possible to be successful because of various obstacles that will get in their way, like the organizational culture or their own work-life priorities The fact that
More informationStrategic Executive Coaching: An Integrated Approach to Executive Development
Strategic Executive Coaching: An Integrated Approach to Executive Development A new concept in executive coaching is leading companies to fully utilize the talent they have to drive organizational strategy
More informationTalent Management Leadership in Professional Services Firms
Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3
More informationImpactEVAL. An Empirically Based Evaluation Process. CSSSSs s. Robert Culbertson and Keith Q Owen, Ph.D.
Most companies have no idea of the impact of their investment in training and development. ImpactEval is a tool that remedies this situation. It provides a reliable and valid systems methodology for assessing
More informationThe Value of Tuition Assistance
The Value of Tuition Assistance A 21st Century Benefit for 21st Century Challenges Tuition assistance has the potential to be a very powerful benefit within an organization, providing employees with opportunities
More informationDRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL
DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL Developed by Workitect, Inc. June, 2007 TABLE OF CONTENTS A. Overview of the Competencies by Cluster... 3 B. Call Center Manager Competencies... 4 C. Overview
More informationPSI Leadership Services
PSI Leadership Services Strategic Solutions for Your Leadership Needs Select, Promote, & Develop the Leadership Talent Needed to Drive the Growth of Your Business SOLUTION BENEFIT/OBJECTIVE TYPICAL PROJECTS
More informationPeople Strategy in Action
People Strategy in Action Welcome to Our People Strategy 2 The Bausch + Lomb People Strategy The Bausch + Lomb People Strategy 3 Introduction Transforming our company through our people Our transformation
More informationThe Top FIVE Metrics. For Revenue Generation Marketers
The Top FIVE Metrics For Revenue Generation Marketers Introduction It s an old cliché but true: you manage what you measure. One implication is that when a business changes, measures should change as well.
More informationEMPLOYEE ENGAGEMENT. Pipeline Articles www.contactcenterpipeline.com
superior service / feb 2014 EMPLOYEE ENGAGEMENT Five best practices for protecting and investing in your most prized corporate asset: Your employees! By Eli Federman, Customer Service Simplified Pipeline
More informationPerformance Management is Killing your Business
Performance Management is Killing your Business The rapidly changing environment in which organizations operate has profound implications across all sectors, requiring a fundamental reappraisal of many
More informationGift Annuity Risk Analysis Options
Gift Annuity Risk Analysis Options It should come as no surprise that charitable gift annuities feature a measure of risk. Nevertheless, a charity can take steps to maximize the likelihood its gift annuity
More informationPERFORMANCE MANAGEMENT
PERFORMANCE MANAGEMENT A practical guide www.totaralms.com 1 Performance management and learning are closely related. Performance management involves constructive feedback so that individuals can learn
More informationTechnology. Building Your Cloud Strategy with Accenture
Technology Building Your Cloud Strategy with Accenture 2 Cloud computing, in its simplest form, allows companies to procure technology as services, including infrastructure, applications, platforms and
More informationThe Talent Management Life Cycle Process
The Talent Management Life Cycle Process Organizational Plan Recruiting Plan Development Plan Retention Plan Assessment Plan The Talent Management Life Cycle Process Every organization struggles with the
More informationBridge the Gap Between Your Performance Reviews and Employee Development or Both Are Primed To Fail. White Paper
Bridge the Gap Between Your Performance Reviews and Employee Development or Both Are Primed To Fail White Paper 1 Bridge the Gap Between Your Performance Reviews and Employee Development or Both Are Primed
More informationPrincipal Practice Observation Tool
Principal Performance Review Office of School Quality Division of Teaching and Learning Principal Practice Observation Tool 2014-15 The was created as an evidence gathering tool to be used by evaluators
More informationThe Changing Nature of Leadership in Law Firms
By: Roland B. Smith Paul Bennett Marrow DEFINING LEADERSHIP WITHIN LAW FIRMS In discussions with lawyer-leaders, we have found a lack of consensus and clarity about the definition of leadership and the
More informationTechnology. Building Your Cloud Strategy with Accenture
Technology Building Your Cloud Strategy with Accenture 2 Cloud computing, in its simplest form, allows companies to procure technology as services, including infrastructure, applications, platforms and
More informationHOW TO MAKE YOUR EMPLOYEE ONBOARDING PROGRAM STRATEGIC AND EFFECTIVE FOR BETTER NEW HIRE ENGAGEMENT, PRODUCTIVITY, AND RETENTION
HOW TO MAKE YOUR EMPLOYEE ONBOARDING PROGRAM STRATEGIC AND EFFECTIVE FOR BETTER NEW HIRE ENGAGEMENT, PRODUCTIVITY, AND RETENTION ACHIEVE BETTER NEW HIRE ENGAGEMENT, PRODUCTIVITY, AND RETENTION EXTEND LEARNING
More informationTELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING
MERCER WEBCAST TELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING 24 September 2013 Astik Ranade, Principal Julia Howes, Principal Today s Presenters Julia Howes Principal,
More informationSales & Marketing Alignment Benchmarks, Insights & Advice
Benchmarking Report Sales & Marketing Alignment Benchmarks, Insights & Advice Statistically Significant Findings from 550 Survey Responses in June 2013 Sponsored By: 2013 Demand Metric Research Corporation.
More informationWhite Paper. Executing Organizational. Strategy: Achieving. Success through Talent. Management
White Paper Executing Organizational Strategy: Achieving Success through Talent Management April 2007 Table of Contents Factors Impacting Business Value and Execution 4 The Solution: Business Execution
More informationWinning leaders build winning organizations by developing other leaders. Noel Tichy
Succession Planning & Career Management: Are Community Colleges Planning for the Future? Winning leaders build winning organizations by developing other leaders. Noel Tichy Dr. Penne Prigge Dean Humanities/Social
More informationPERFORMANCE MANAGEMENT Planning & Goal Setting
PERFORMANCE MANAGEMENT Planning & Goal Setting To whom much is given, much is expected. Leadership Development Series Summer 2011 Areas We Will Cover Today 1. Discuss our collective lessons and learnings
More informationLEADERSHIP DEVELOPMENT
RESEARCH RESULTS CLIENT RESEARCH RESULTS BY: JAZMINE BOATMAN CONSULTANT, CABER REALIZATION RESULTS: Trainees reported a 90 percent improvement in the number of leaders displaying positive leadership behaviors
More informationONBOARDING TRENDS REPORT
ONBOARDING TRENDS REPORT Balancing High-touch & High-tech Strategies Authored by: Impact Instruction Group www.impactinstruction.com Introduction Onboarding has become a strategic priority for a growing
More informationTalent Dashboard: A Tool to Support Talent Conversations
Talent Dashboard: A Tool to Support Talent Conversations CCL has developed a talent tool designed to simplify talent conversations and to support a leader/manager s ability to coach, guide, and mentor
More informationpm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS
pm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage
More informationSPRING 2013 PROGRAMS: Success Strategies for International Students, Staff & Faculty
SPRING 2013 PROGRAMS: Success Strategies for International Students, Staff & Faculty About Dreambridge Partners on cultivating success for students, professionals and teams, with expertise in working with
More informationGuide to Using Results
Guide to Using Results Contact Information For assistance, call ACT Engage Customer Service at 319.337.1893, 8:30 a.m. 5:00 p.m., central time, Monday through Friday, or email engage@act.org. Resources
More informationLearning to Delegate
Learning to Delegate Overview Tips for managers on how to delegate Why is delegation necessary? Why do many managers have a hard time delegating? What to delegate What not to delegate How to delegate Give
More informationOverview MBA Programme Courses 2015-2016
Overview MBA Programme Courses 2015-2016 copyright 2016 Stichting Hotelschool The Hague, The Netherlands All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
More informationWHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN
WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN THE WORKPLACE IS CHANGING There s a new dynamic in employee and employer relationships. Employees want to learn and grow throughout their entire careers. They
More informationPerformance management is viewed as a necessary evil
[ white paper ] Performance Management Best Practices: Part One, Program Design First of Two-Part Series By Stephen C. Schoonover, M.D., President, Schoonover Associates, LLC Performance management is
More informationWinning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders
Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing
More informationPharmaceutical Sales Certificate
Pharmaceutical Sales Certificate Target Audience Medical representatives Objective The objective of this program is to provide the necessary skills and knowledge needed to succeed as medical representatives.
More informationBUILDING A BETTER PERFORMANCE MANAGEMENT SYSTEM QUARTER
BUILDING A BETTER PERFORMANCE MANAGEMENT SYSTEM QUARTER 1, 2005 Performance management, an organization s approach to developing, recognizing and rewarding employee performance, is a widely discussed and
More informationIntegrating HR & Talent Management Processes
Integrating HR & Talent Management Processes Using Competency Assessment Technology to Attract, Develop, and Retain Talent Succession Planning Human Resource Development Competencies Critical characteristics
More informationOnboarding Your Guide to Retaining Your New Employees
Onboarding Your Guide to Retaining Your New Employees Welcome Aboard! Onboarding New Employees to the National Oceanic And Atmospheric Administration: A Guide to Early Success New employees that are brought
More informationMaximizing the Effectiveness of Sales Training
WHITE PAPER Maximizing the Effectiveness of Sales Training Five Factors for Developing Sustainable Selling Skills Abstract According to the American Society of Training and Development, US-based companies
More informationA 3 Step Strategy for Delivering Exceptional Dining Experiences
A 3 Step Strategy for Delivering Exceptional Dining Experiences Stop reading reports, start delivering great experiences An Empathica Whitepaper www.empathica.com Restaurants rise and fall based on the
More informationControlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President
Volume 1, Issue 1 November 2008 By Seymour Adler, Senior Vice President and Amy Mills, Vice President Leadership Shortage Imminent Grooming leaders is one of the most critical business needs in the modern
More informationThe Bubble Sheet A Flexible Action Planning Tool January 2012 Wholonomy Consulting www.wholonomyconsulting.com
The Bubble Sheet A Flexible Action Planning Tool January 2012 Wholonomy Consulting www.wholonomyconsulting.com 1 Foreword We have developed this flexible action planning tool to support individuals and
More informationThought Leadership THE 5 STAGES TO A SUSTAINABLE BUSINESS
Six Degree People Thought Leadership THE 5 STAGES TO A SUSTAINABLE BUSINESS Six Degree People - Thought Leadership The 5 Stages to a Sustainable Business Six Degree People is a leading executive search
More informationDeveloping Great Frontline Sales Managers: Four Key Sales Management Abilities
W H I T E P A P E R Developing Great Frontline Sales Managers: Four Key Sales Management Abilities Why Sales Managers Need Management Training How does a sales manager learn how to manage a sales team?
More informationDevelopment at the top: Who really cares?
Development at the top: Who really cares? A survey of executive teams Erik de Haan Ashridge Business School Inge Wels Ashridge Business School Bill Lucas Talent Foundation Jonathan Winter Career Innovation
More informationHow To Get Started With Customer Success Management
A Forrester Consulting Thought Leadership Paper Commissioned By Gainsight April 2014 How To Get Started With Customer Success Management Table Of Contents Four Actionable Steps To Setting Up Your Customer
More informationWelcome to the Science of Management Consulting. Careers for Experienced Professionals
Welcome to the Science of Management Consulting Careers for Experienced Professionals Exploring a new world of possibilities Welcome to the Science of Management Consulting Experienced Professional Management
More informationSometimes there is confusion over what mentoring is, and what it is not.
What is Mentoring? Mentoring is not new. On the contrary, the term mentor originates from Greek Mythology. The practice of mentoring even dates back to earlier times. In recent years there has been a remarkable
More informationThe Global State of Employee Engagement: A 2014 Study
The Global State of Employee Engagement: A 2014 Study The Global State of Employee Engagement: A 2014 Study In May of 2014, BPI group partnered with research firm BVA to survey the state of employee engagement
More informationColorado Professional Teaching Standards
Colorado Professional Teaching Standards Standard I: Teachers demonstrate knowledge of the content they teach a. Teachers provide instruction that is aligned with the Colorado Academic Standards and their
More informationAchieving Results Through Genuine Leadership TM
Achieving Results Through Genuine Leadership TM T R A I N I N G Struggling daily with tough business issues and essential goals, organizations are prepared when genuine leaders are eager to live out the
More informationKnowledge Management & Process Performance: Implications for Action
Knowledge Management & Process Performance: Implications for Action Fred Nickols Introduction "How does Knowledge Management (KM) improve performance? In particular, how does it improve financial and operational
More informationField Guide to Consulting and Organizational Development. Table of Contents
Field Guide to Consulting and Organizational Development Collaborative and Systems Approach to Performance, Change and Learning Introduction Focus of Guidebook Audiences Content of Guidebook How to Use
More informationOnboarding and Engaging New Employees
Onboarding and Engaging New Employees Onboarding is the process of helping new employees become full contributors to the institution. During onboarding, new employees evolve from institutional outsiders
More informationPerformance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
More informationSTEALTH COACHING: Transforming Culture and Engagement Through Everyday Conversations
STEALTH COACHING: Transforming Culture and Engagement Through Everyday Conversations Developed and Presented by: Rob Kramer Founder and Principal Kramer Leadership, LLC A rock pile ceases to be a rock
More informationPerformance from problem solving. An interview with three leaders at MassMutual
123 Performance from problem solving An interview with three leaders at MassMutual At MassMutual, problem solving leads to higher standards, which in turn mean more problems to solve. The constant cycle
More informationFrom Capability To Profitability Talent management a priority for the C-Suite. London, 3 rd November 2015
From Capability To Profitability Talent management a priority for the C-Suite London, 3 rd November 2015 Contents 1 The challenge of talent management 2 Select Top-of-the-Agenda talent trends 3 Example:
More informationEnhancing Physician Productivity in Physician Group Model
Physicians McKesson Business Performance Services Enhancing Physician Productivity in Physician Group Model A report by Keith Chew, CMPE, Senior Consultant The physician group model is undergoing radical
More informationcustomization and one-to-one marketing. New products and services can now be
A Markets of One Approach to Employee Engagement By Kevin D. Wilde and Cheryl Bethune Over the last few years, consumer marketing has entered a new era of extreme customization and one-to-one marketing.
More informationKorn Ferry Executive Development Program. Leading the enterprise.
Korn Ferry Executive Development Program Leading the enterprise. How do you move to an enterprise perspective among key leaders? Given the complexity and uncertainly of today s business environment, many
More informationPerformance Management Guide For Managers
Performance Management Guide For Managers This guide applies to employees who are not covered by a collective bargaining agreement or for whom the agreement contains no provision regarding this subject.
More informationSupporting Women in Leadership
June 2011 Supporting Women in Leadership Gender diversity at work Why be concerned with gender diversity in your workplace? Organizations that attract, retain, and advance women are: accessing talent from
More informationThe Power of Three. Taking Engagement to New Heights
The Power of Three Taking to New Heights Engaged employees outperform their nonengaged coworkers. Once viewed with some skepticism, that statement is now widely accepted as fact, thanks to a growing body
More informationStrategies to Optimize Call Center Performance
Strategies to Optimize Call Center Performance Financial services customers demand superior service and support as the price of their ongoing loyalty and patronage. In today s experience-driven economy,
More informationCreating a Training Program and Learning Culture in Your Organization
Creating a Training Program and Learning Culture in Your Organization Common Roadblocks: 1. No manager support/accountability Use it or lose it We often forget this building block for all training and
More information9Lenses: Human Resources Suite
9Lenses: Human Resources Suite 9Lenses Software for HR Leaders 9Lenses Software for HR Leaders Software Overview: People are an organization s most valuable asset. With 9Lenses Software for HR Leaders,
More informationTeacher Evaluation. Missouri s Educator Evaluation System
Teacher Evaluation Missouri s Educator Evaluation System Teacher Evaluation Protocol Introduction Missouri s Educator Evaluation System was created and refined by hundreds of educators across the state.
More informationAlabama Standards for Instructional Leaders
Alabama Standards for Instructional Leaders To realize the mission of enhancing school leadership among principals and administrators in Alabama resulting in improved academic achievement for all students,
More informationLeadership in public education
Leadership in public education Policy direction overview Discussion paper three Great educational leaders transform the lives of young people and enrich our whole community. They are the exceptional men
More information1 Executive Onboarding Reward vs. Risk
1 Executive Onboarding Reward vs. Risk Gerard F. McDonough and Becky Choi, J.D. LEADFIRST LEARNING SYSTEMS, LLC Challenging Transitions It would seem that as professionals become more advanced in their
More informationPrinciples of Adult Learning
Principles of Adult Learning The elements within are largely covered in the resource Staff training best practices, but this is a different format for some of that information, which people may find helpful.
More informationThe Alternative Solution: Counseling Key Employees to Success Susan Silvano : CMI
The Alternative Solution: Counseling Key Employees to Success Susan Silvano : CMI As a manager of people, you are likely to work with a variety of people with different talents, communication styles and
More informationProcess-Based Business Transformation. Todd Lohr, Practice Director
Process-Based Business Transformation Todd Lohr, Practice Director Process-Based Business Transformation Business Process Management Process-Based Business Transformation Service Oriented Architecture
More informationWHITE PAPER. The Five Fundamentals of a Successful FCR Program
The Five Fundamentals of a Successful FCR Program April 2012 Executive Summary Industry analysts agree that First Contact Resolution (FCR) is the best way to measure the effectiveness of your contact center.
More informationHEROES VS. PROCESS DISCIPLINE
HEROES VS. PROCESS DISCIPLINE Operational Excellence in Managed Services Todd Dreger, Partner, ISG; and Bob Mathers, Account Manager, ISG www.isg-one.com INTRODUCTION The business culture of many client
More informationGE Capital Succession or failure: Why succession planning is key to long-term success
Succession or failure: Why succession planning is key to long-term success viewpoint Succession or failure: Why succession planning is key to long-term success GE is well known for its exhaustive and systematic
More informationBuilding a Strategy to Identify, Develop, & Retain High Potentials
\ A Hot Topics Paper Prepared by the SIOP Visibility Committee Building a Strategy to Identify, Develop, & Retain High Potentials Sara J. Shondrick Novo Nordisk Daniel A. Neyman Reckitt Benckiser Prepared
More informationImproving Employee Satisfaction in Healthcare through Effective Employee Performance Management
Improving Employee Satisfaction in Healthcare through Effective Employee Performance Management Introduction The following quotes are comments made by HR professionals from U.S. healthcare providers who
More informationIntegrating work and life
Integrating work and life It s not just a woman s issue anymore. By Julie Coffman, Priscilla Schenck and Melissa Artabane Julie Coffman is a partner with Bain & Company in the Chicago office and chair
More informationScrum Is Not Just for Software
Scrum Is Not Just for Software A real-life application of Scrum outside IT. Robbie Mac Iver 2/9/2009. Agile methods like Scrum can be applied to any project effort to deliver improved results in ever evolving
More informationbest practices Employer Branding: Five tips to make your career site your #1 recruiting asset
best practices Employer Branding: Five tips to make your career site your #1 recruiting asset Competition for talent is fierce, and employer branding or communicating why your company is a great place
More informationStatement of the U.S. Chamber of Commerce
Statement of the U.S. Chamber of Commerce ON: TO: BY: NEW INNOVATIONS AND BEST PRACTICES UNDER THE WORKFORCE INVESTMENT ACT THE HOUSE COMMITTEE ON EDUCATION AND LABOR, SUBCOMMITTEE ON HIGHER EDUCATION,
More informationThe Role of Human Resource Management in Risk Management
The Role of Human Resource Management in Risk Management Bernard L. Erven Department of Agricultural, Environmental and Development Economics Ohio State University Human resources have two roles in risk
More informationChange Management. This resource guide answers eight of the questions most frequently asked of LCE subject matter experts in change management.
Frequently asked questions SERIES: This resource guide answers eight of the questions most frequently asked of LCE subject matter experts in change management. Life Cycle Engineering 2013 www.lce.com QUESTION
More informationCareer Development Research Summary. Exploring the career development landscape in 2014, after one of the deepest recessions in recent history
Career Development Research Summary Exploring the career development landscape in 2014, after one of the deepest recessions in recent history Introduction Every company wants engaged, motivated, proactive
More information