trends & track records in leadership development trends... · leadership, mindfulness &...

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Trends &

Track Records

in Leadership

Development Saundra Stroope

Executive Development Associates

Utah ATD - June 2016

This study is based on direct inputs from 466 medium to large organizations and insights of executive development experts.

33.5% had greater than 10,000 employees; 35.6% were publicly traded, 7.3% were nonprofit, and 57.1% were privately owned.

Countries include:

Companies include: Amazon, Apple, Bank of America, Cisco System, Citigroup, Comcast, Deloitte, Disney, FedEx, Ford, GE, Heinz, Hyatt Hotels, IBM, McDonald’s, Microsoft, Subway, Target, and UPS.

Constant change

Short timelines

Shifting landscape

Workforce demographics

New attitudes about work

Rapid adjustments

globalization

Costly options

VolatilityEconomic conditions, slowly recovering economy, looming interest rate increases, and changing customer requirements

UncertaintyIncreasing globalization, regulatory, and legislative changes

ComplexityRevolutionary technology changes impacting products, ongoing demand for increased innovation

AmbiguityThe generational shift accompanied by Baby Boomer retirements and Next Gen Leaders rising to take senior roles

Advance Business Goals

Target Real Current IssuesExecute

the Strategy

Livethe Values

Achievethe Vision

Almost 55% of companies expect to increase their training and development budgets some or considerably.

53% of respondents report that they have a corporate budget, meaning it is lumped into centralized spend.

48%noted that their leadership talent

pipeline was “Stronger”

Why the slow progress?

Demographics: 11% fewer Gen-Xersthan there are Baby Boomers.

Senior executives are NOTconvinced that bench strength is the foundation of organizational success.

Must educate senior executives on trends, current state of organization, and work together to establish bench strength targets as key business objectives.

James F. BoltFounder, Executive Development Associates

& Co-founder, FRED Leadership

Ensure that the career paths of all high potential leaders require a job experience directly involved with customers and the marketplace.

Put more emphasis on ensuring that young leaders who already have customer related experience are included in the high potential development program/process.

Career Development

Training

Action Learning & Structured Facilitation

Mentoring & Coaching

Deliberate Practice

Keeping up with customer’s changing needs remains crucial for business success.

As customer needs/preferences/expectations change, an emphasis on business ethics and integrity has emerged.

Keep leaders focused on doing what is right in spite of the changes and prepare them to know what is right in a world where the black and white lines between right and wrong are often gray.

While social impact and sustainability are important, they are NOT receiving as much program time as we might expect.

At the bottom of the list we find: Sustainability, Neuro-leadership, Mindfulness & Wellness, Leading Multicultural Talent, and Public Relations.

Interestingly, Talent Management, Inspirational Leadership, and Change Management have all dropped off of the “Hot Topics” list since the previous (2014) survey.

They were replaced with business-driven Hot Topics: Business Ethics and Integrity, Customer Focus and Competitive Positioning.

The emphasis is likely a direct reflectionof the top objective:

developing capabilities to achieve vision and execute strategy,

as well as the importance ofmanaging complexity at every turn.

Mentoring hit #1.

Top 3 development processes found to be most effective:

Significantly, slightly less than half (48%) of participating organizations have a formal high potential development program.

Less than half (48%) have a formal succession management program.

This may have a potentially significant impact on the leadership pipeline and an organization’s ability to completely fill it with talent that is sufficiently prepared.

These are becoming more formal and rigorous. For years, senior executive opinions were ranked in the top three, but this method has weakened. The more formal approaches of appraisal and review have taken the top three positions.

Action learning continues to be the #1 best practice for executive development.

The most frequently cited best practices:

70/20/10 Model 50/30/20 Model

There is a need for an increased emphasis on formal education and

off-the-job development withan emergent ratio 50/30/20.

2014 CLO article, Results Based Learning, 2012 book Leader to

Leader, and the book, The Leadership Capital Index: Realizing

the Market Value of Leadership, thought-leader Dave Ulrich and his

co-author Norm Smallwood.

Commonly used formula for learning and development.

The optimal sources of learning by successful managers.

Created in the 1980’s by Morgan McCall, Michael M. Lombardo,

and Robert A. Eichinger at the Center for Creative

Leadership.

For the 50% that does take place on the job, the most effective uses of on-the-job (50%) development include:

The most innovative programs, processes, and strategies in executive development include highly innovative uses of several methods:

Mentoring

Blended learning

Integrating recruitment assessment with onboarding and post-employment leadership development assessment and coaching

Experiential learning

Applying agile values to management and executive development

Intrapreneuring — a term first coined by Gifford Pinchot

A majority of companies still do not have evaluation practices to determine what is working and what is not.

53.1% of respondents believe that their executives are equipping and holding their managers accountable for supporting training & development efforts.

20% do not measure the results of programs at all.

Almost every type of development can be measured if the question is posed in the planning phase, and if systems are put in place from the beginning to track change & progress over time.

The Kirkpatrick Model, created by Dr. Don Kirkpatrick

Talent Management Scorecard

Target Audience: Early to Mid-Career High Potential LeadersNumber of Attendees: 95+ Duration: 8 Hour Training with follow up coaching sessionsObjectives: Retain/engage emerging leadership talent, increase self-reliance, the ability to make decisions, manage career change, create plans.

Results

Satisfaction Learning Application Tangible Benefits

Intangible Benefits

Level 1 –Evaluation average rating.

Level 2 -Learning review / pre-and post-survey results.

Level 3 -

Actions taken 90 days after the program.

Level 4 -Projected turnover or retention rate for those who attended vs. those that did not.

Morale

Satisfaction

Engagement

Barriers to Application: Time constraints for employees and leaders, changing culture and structure. Recommendations: Continuation of program.

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23% of survey respondents believe the single most important factor that leads to success is linking development to the strategy, not allowing it to be a stand-alone, ad hoc event, and to have top management fund it centrally.

However, only 18% of organizations surveyed believe that they excel at this practice.

Plan for evaluation before and during program design Keep the evaluation process simple Always account for the influence of other factors Be conservative when reporting data Involve key leaders, stakeholders, participants in the process of

planning, data collection and program execution Communicate the results

Top management driven development is critical, including the board

Executive management presence at key events

Creating psychologically safe environment to learn and perform, holding people, and their managers accountable for their learning and application

Study missions (to customers and best practice sites)

Being transparent about successes and lessons learned

Linked to strategy and business alignment. Integrated development plan tied to strategy

Action-oriented learning

The overriding trend to focus more on the customer.

The tumultuous corporate landscape is influencing learning and development just as it is impacting every part of every company.

No one is safe from change. We must all adapt to the changing reality and learning is a core component in the process.

Together we will continue to advance the state of the industry and help leaders and their organizations to develop and succeed.

trends & track records in leadership development trends... · leadership, mindfulness &...

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