THE FUTURE OF LEADERSHIP DEVELOPMENT

Transcription

1 THE FUTURE OF LEADERSHIP DEVELOPMENT Discussion with McMaster University November 5, 2013

2 Global Trends

3 1. Leadership gap persistent, prevalent issue Spending on leadership increasing Succession management pressing issue Accountability and leadership redefined are key challenges today Increased learning sponsorship placed on leaders as talent developers 3

4 2. Leadership is a strategic imperative and differentiator Best Practice Leadership Development & Business Strategy Leadership development aligned with strategy Leadership Development Ownership Owned by HR, supported by senior leaders Leading Practice Leadership development is a strategy Owned by the Board, Executive Leaders, Managers and Leaders themselves 4

5 3. Alignment is key across multiple levers Leadership development needs to be integrated across all talent management activities 5 Weiss, Molinaro & Davey, Leadership Solutions, 2007

6 4. Sizeable growth in assessment and coaching Developing Individual Leaders Building Organizational Leadership 6 Community of Leaders

7 Example Program Selection Funnel & Process Rigorous Assessment Process Program Kickoff & Orientation (Participants & Mgrs) Module 1: Personal Leadership Peer Group Coaching Pods Module 2: Strategic Leadership Module 3: Organizational Leadership Module 4: Team Leadership Capstone/ Forum Sustaining & Accelerating Components: 1:1 Coaching and Development Planning Action Learning Assignments Internal Sponsor/Mentor Peer Coaching/Learning Partners Measurement Strategy 7

8 5. Program customization aligned to driving strategy Generic content not as relevant model of development shifting to emphasizing the 70 inside and outside of classroom Action learning/ business issue application Leaders as developers Weiss & Molinaro, The Leadership Gap,

9 6. Aligned content tailored to leadership challenges by level Executive Leaders Mid/Senior Leaders Front-Line Leaders High Potential Leaders Development centered on individual solutions (executive coaching, assessment) Often involves executive team effectiveness as development vs content and/or skill building Increased accountability around stepping up Mastering collaboration and influence across the enterprise to bust silos and bring increased value to customers and stakeholders Management development bolstered with leadership essentials to build pipeline earlier Putting foundation in place for strategic acumen and deliberate leadership practices Accelerated development to prepare for future roles Key retention strategy 9

10 7. Content is not all that matters, implementation is key The Why The What The How Deep understanding of organization and business strategy Content aligned to strategy and leadership focus Implementation that links program to the broader organization to shift culture What is going on in your external environment? Where is your organization today? (culture, leadership bench strength, organizational practices) Where does your organization need to go to succeed tomorrow? (strategic priorities, desired leader behaviours) Compelling programs that target the leadership needed Seasoned facilitation by business leaders who are leadership experts Accountability for participants to put learning into action Given objectives (the why), who should participate in the program? How should the program be introduced to the organization? Who needs to be the face of the program? How does the program connect to organizational practices? (e.g., performance management, talent planning, and budgeting processes) 10

11 8. Global & enterprise mindset is critical The evolving environment demands all leaders adopt a global mindset regardless of geographies operated in or role accountabilities Working across the enterprise is paramount in all sectors today 11

12 9. Cohort based learning Rise of the cohort approach to: foster accountability create community accelerate change and collaboration 12

13 10. Technological impact? Jury is still out on impact of technology in learning Technology assisted delivery is greatest at lower levels where scale is important, with younger generations and dispersed workforces Transformative learning for mindset shift requires face time Collaborative software and social media are increasingly used for connection and sustainment 13

14 ABOUT KNIGHTSBRIDGE HUMAN CAPITAL SOLUTIONS Tammy Heermann Vice President Global Leadership Development 250 Yonge St. Suite 2800 Toronto, ON M5B 2L Knightsbridge is a human capital solutions firm that truly integrates the expertise of finding, developing, and optimizing an organization s people to deliver more effective solutions that maximize their investments in people and deliver better performance. Today, organizations need a different kind of human capital partner; one with a broad perspective to solve their increasingly complex human capital challenges. Knightsbridge was created from its inception to be different, by bringing together teams of specialists with an integrated perspective across recruitment, leadership and organizational development, learning, and career and workforce management. These specialists challenge assumptions and work as a team to diagnose the underlying issues limiting organizational performance. The result is more objective advice and effective solutions that are customized and implemented to fully meet a client s specific needs achieving greater people and team productivity. Knightsbridge works with clients across North America, the UK and Australia. We have strategic alliances with Career Star Group for career transition services and Amrop, the world s largest executive search network. Knightsbridge is proud to be recognized as one of Canada s Best Managed Companies, and to support the United Way, Junior Achievement, and the Canadian Business Hall of Fame as the national partner. Knightsbridge has the people you need, when you need stronger people. 15