Guiding Growth: Future Trends in Leadership Development

April 19, 2011

Jami Wolfe, Ph.D. Kelly Reed, M.S.Consultant Consultant

Presenters

Upcoming Events

• April 26th - Complimentary Seminar: "Comprehensive Talent Management for Organizational Success“

• May 3rd - Complimentary Seminar: "Building a Culture of Integrity“

• June 2nd - 5th Annual Family Business Speaker Series: "Keystones for Family Business Success“

• June 24th - Registration Deadline for 2011-2012 Leadership Advantage ProgramFor more information, visit our events page:

www.cmaconsult.com/calendar.aspx

Agenda

1. Trends/best practices in leadership development (LD)

2. Implementing leadership development programs (LDPs) in your organization

3. CMA case studies:– Accelerating through Transitions: “Hi-Po Harry”– Getting Back on Track: “Senior Sally”

A Brief History

Job rotations

1920

Mentoring 1930

T-groups (post

WWII)

Individual to shared leadership

Leader Development

Intervention designed to improve this leader’s capabilities

Leadership Development

Intervention designed to improve these leaders’ collective capabilities

“The CEOs Speak”(From IBM Press Room, 2011)

The Changing Nature of Leadership(Martin, 2006)

Techniques for LDPercentage of Companies Using Various Leadership Development Interventions

(Conference Board, 1999)

INTERVENTION U.S. COMPANIES EUR. COMPANIES

TOP EXECS OTHER MGR TOP EXECS OTHER MGR

360 FEEDBACK 79% 81% 53% 58%

ASSESSMENTCENTERS

20 20 25 42

TRAINING 72 89 72 81

ACTION LEARNING 22 45 8 36

FORMALMENTORING

13 38 17 25

EXECUTIVECOACHING

76 42 61 31

Best Practices in LD• Effective LDPs (Miller & Desmarais, 2007):

1. Align LD with strategic initiatives2. Supported by key stakeholders3. Assess the impact of culture4. Link LD to other HR processes5. Sustain development through support of others

Why LD Efforts Fail

• “Ownership is Power” Mindset– Power and politics interfere

• Productization of LD– Not linked to strategy

• Make-Believe Metrics– Not linked to program objectives

(Ready & Conger, 2003)

1. LD is a growing concern 2. Continued research 3. Be wary of LD as a “one-size-fits-all” product4. Guiding philosophies of LD5. From developing individual capabilities to building organizational

capacity

(Riggio, 2008)

The Future of LD

Application For Your Organization

• Phase I: Initial Planning– Business strategy– Organizational needs analysis– Desired outcomes

• Phase II: Program Design– Form task force/steering

committee– Follow best practices:

1. Align with the business2. Follow adult learning principles3. Build networks4. Require practice5. Build in feedback6. Extend over time7. Emphasize learning transfer8. Evaluate using appropriate metrics

• Phase III: Pilot Program – Implementation– Evaluation– Modification

• Phase IV: Full Program– Implementation– Evaluation– Ongoing calibration

(Yost & Plunkett, 2010)

Summary of Trends, Best Practices and Research

Context Assessment Development Planning Training Experience Partnerships

HiPo Harry:• “High Potential”• Moving into a new

management role• Quick riser• How do we ensure that he will

stay on track?

Senior Sally• Mid to late in her career• Was considered a high

potential but has now stalled• Where does she want to go?• What should the organization

do with her?

70% Training

20% Support

10% Experience

10% Training

20% Support

70% Experience

The Process

Strategy

Action Learning ExperienceSupportAssess & Develop

Competencies

DISCOVERYOUR

POTENTIAL

CONTEXT

First we get to know the individual, their situation, their

challenges in the organization, and their

success stories.

We learn as much as we can about the

organization and its strategy.

We get their perception of the baseline.

Assessment• Individual assessment

– Personality– Motivation– Leadership– Critical reasoning and problem solving

• In-depth interview– Past, present, and future context– Perspective

360 EVALUATIONS

VS.

Strategic

Extroverted

Social Presence

Insightful

Responsible

Conscientious

Achievement

Agreeable

Persuasive

Open to Experience

Create a Development Plan

• Identify the GAPS between where the individual is today and where they need to be in the future

• What are the 2-3 strengths ?• How can they leverage their strengths to help the organization?• What are 2-3 areas of development?

Strategy

Action Learning Experience

Support

Assess & Develop Competencies

SUPPORT

• Where does the support come from?– Horizontally from peers– Vertically from sponsor

in organization– Externally from the

CMA coach

20% Support

10% Training

Leadership Retreat

LEARN AS ATEAM

Into The World

70% Experience

ACTIONLEARNING PROJECT

Coaching

DEPARTMENT BENCHMARKING

POTENTIAL NEW MARKET CERTIFICATION

ACQUISITION ANALYSIS

CREATING WELLNESS INITIATIVES TO IMPACT THE BOTTOM LINE

HOW DO WE FIND OUR NEEDLE

NATIONAL PROCUREMENT PROCESS-

ACHIEVING THE BEST POSSIBLE VALUE

The Leadership Story

REACH PEAK

PERFORMANCE

• Real-Time Leadership Development (2010), by Paul Yost and Mary Plunkett

• Why Leadership Development Efforts Fail (2003), in Harvard Business Review, by Douglas Ready and Jay Conger

• Best Practices in Leadership Development and Organizational Change (2005), by L. Carter and colleagues

• Global CEO Study (2010), by IBM

Resources

Summary

Context Assessment Development Planning

Customized Training Experience Partnerships

Coaching & Mentoring

• Thank you!Contact Us

Jami Wolfe, Ph.D. Kelly Reed, M.S.jwolfe@cmaconsult.com kreed@cmaconsult.com

www.cmaconsult.com 314-721-1860

Questions?