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7 Strategic Decisions for Building an Effective Leadership Development Program
The document outlines a framework for developing effective leadership development programs, emphasizing the need to identify and groom non-managers for leadership roles amidst growing impatience for advancement among younger employees. It highlights the importance of strategic planning, talent development, and leveraging future-oriented skills to address leadership gaps in organizations affected by digital disruption. The document also provides actionable strategies for implementation, including eligibility criteria, communication methods, and tracking success through key performance indicators.
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An introduction to seven strategic decisions vital for an effective leadership development program.
Overview of TurnKey Coaching & Development Solutions emphasizing their expertise in organizational culture and leadership.
Details about the expert's qualifications in leadership, coaching, and organizational development.
Need to identify skilled non-managers for leadership roles due to impatient younger workers and retiring leaders.
Interactive polling to gauge organizations' readiness and approaches towards filling leadership gaps.
71% of leaders are unprepared for future challenges; 50% lack necessary skills, necessitating urgent leadership development.
87% of millennials, 44% Gen Xers, and 41% Baby Boomers emphasize the significance of career growth opportunities.
Organizations face new competencies needed for digital disruptions: hyper-collaboration and intellectual curiosity.
Highlighting HR as a strategic partner and the importance of understanding business needs for leadership development.
Questions on leadership development costs and comparing 'build it’ vs. 'buy superstars’ approaches.
Poll assessing organizational spending per person on leadership development initiatives.
Identifying known leadership competencies versus unknown factors affecting leadership program success.
Discussion on communication and considerations necessary when approaching a leadership development plan.
Interactive poll to identify critical competencies for first-level leaders within organizations.
Establishing criteria, processes, and tools for selecting participants for the leadership development program.
Exploring training methods and strategies to develop effective leaders across various domains.
Discussing the necessity of follow-up coaching to retain skills gained from training, citing a Xerox study.
Setting KPIs, benchmarking competencies, and evaluating the effectiveness of leadership programs.
Overview of essential steps to implement leadership development plans and track their impact.
Encouragement to start small, adjust as necessary, and continually refine leadership development efforts.
Invitation to a complimentary leadership development planning session by TurnKey Coaching & Development.
Open floor for questions and feedback on the presentation, along with a link to a survey for participant input.
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7 Strategic Decisions for Building an Effective Leadership Development Program
- 1. 7 Strategic Decisionsfor an Effective Leadership Development Program
- 2. About TurnKey Coaching& Development Solutions TurnKey Coaching & Development Solutions provides enterprise learning and development solutions that drive business results and improve organizational culture. Our experts have decades of senior level business experience in addition to years of employee development practice, extensive training, and serious credentials. Anisa Aven, CEO
- 3. About Our Expert Areasof Expertise Leadership Education Leadership Coaching Organization Development Meeting Facilitation Education M.S., Human Resource Development, American University B.A., Business Management, University of the District of Columbia A.A., Dental Hygiene, Allegany Community College Certifications Executive Sherpa Coaching International Coach Federation Myers Briggs Type Indicator Leadership Circle 360 Assessment Skillscope 360 Assessment BarOn EQ-I Emotional Intelligence Assessment Firo-B
- 5. Filling the LeadershipGaps Why: • Identify and develop highly skilled non- managers interested in assuming leadership responsibilities Why now: • Younger individual contributors are getting impatient for advancement • Seasoned leaders are retiring
- 6. POLL Post Comments inthe Chat Box 1) Have an effective, leadership development program in place 2) Intermittent efforts 3) Have a plan but have not launched yet 4) No formal process for developing our leadership pipeline 5. Other How would you rate your organization’s readiness to fill the leadership gaps?
- 7. Source: DDI &Conference Board’s Global Leadership Forecast 2014 |2015 Build Your Business Case • 71% report their leaders are not ready to lead their organizations into the future • 50% are short on leadership skills in their current environment Source: Brandon Hall Group • Gaps at all levels, especially in mid – to senior-level ranks Source: Aberdeen Group 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 55to89%ofleadersarenotpreparedtomeetCEOs’ topbusinesschallenges 1
- 8. A study conductedin 2016 showed that 87% of millennials say professional development or career growth opportunities are very important. Source: Gallup
- 9. 44% of GenXers and 41% of Baby Boomers say opportunities to learn and grow are extremely Important when applying for a job. Source: Gallup
- 10. Source: DDI WorldWhite Paper Build Your Business Case Most Companies are facing some form of digital disruption, requiring a new set of competencies such as 360º Thinking, Hyper- collaboration, Determination, and Intellectual Curiosity. • Don’t look back; be future oriented • Be a change agent • Identify weak lines in organizational career paths • Paint/Create a picture of business and cultural alignment 1
- 11. Make Your BusinessCase HR is a critical part of the of the enterprise and the of an 2
- 12. Tell Your Story~ Build Consensus • Focus on Understanding the Business • Demonstrate Long Term Commitment as a Strategic Partner 2
- 13. Develop Talent Recruit Superstars Be Strategic What will thiscost us? High-Performing, Ready Now Leaders • What’s the cost of action? • What’s the price of inaction? • Why not just buy superstars? • Build it or Outsource it? 2
- 14. POLL Post Comments inthe Chat Box 1. Greater than $5000 Per Person 2. $1000-$5000 Per Person 3. Less than $1000 Per Person 4. The bare minimum 5. Other – fill in What does your organization spend per individual per year on leadership development?
- 15. Prepare your List 3 WhatI know What I don’t know Leadership competencies X Senior level champion Program Developer X Eligibility Implementation Timeline X Budget
- 16.
- 17. POLL Post Comments inthe Chat Box 1. Effective Communication 2. Problem Solving 3. Conflict Management 4. Developing Staff 5. Other – fill in What is the most important competency for first level leaders in your organization?
- 18. Eligibility and Selection •Determine who is eligible • Design your selection /application process • Determine your criteria • Develop your selection / application tools 4
- 19. Who will participatein your Leadership Development Program? • Grade / Salary Level • Grade or salary level • Length of employment with organization • Types of positions held • Education Criteria • Nine-Box • Performance Evaluations • Application • Surveys / Manager Input • Timeline • Communication Tools •Leadership Advisory Council •Interviews vs Paper Submission •Questions you will ask •How to Communicate Selected Participants •Feedback to non-selected Process 4
- 20. WHAT will deliver results alignedwith your goals, budget, & culture? Components 5
- 21. POLL Post Comments inthe Chat Box 1. Instructor-Led Training 2. 1-on-1 Coaching 3. 360 Feedback 4. Managers are responsible for developing their people 5. Other – Please post in chat box What is your company’s primary method of developing leaders?
- 22. • Assessments &Feedback • 1:1 Coaching • Mentoring • Training • Competency Benchmarks • Capstone Projects • Group Coaching • Cohort Shared-Intelligence • Competition ala “Shark Tank” • Gamification • E-learning Modules • Peer Teaching • KPI Mapping • Lunch and Learns Components to Consider Effective Leaders develop three key areas: • Leading Self • Leading Others • Leading in Business 5
- 23.
- 24. 87% of theskills brought about by a training program is lost without follow-up coaching. - Xerox Corporation Study 5
- 25. Track Results 6 KPI Identify 3Key Performance Indicators of Success BENCHMARK COMPETENCIES Managers Rate Participant’s Effectiveness at the Launch, Mid- point and End. RESULTS REPORT Interview Stakeholders before / after; compile aggregate report
- 26. 6 4 7 9 0 5 10 New Managers Mid-LevelHighPo Executives Marsha Mondschein Industrial Psychologist and Management Consultant Marsha has quantified over $300 million in cost savings with ROI's of over 700%.
- 27.
- 28. Implement the Plan DescribeBusiness Issue or Need Conduct Cost Justification Develop Tracking system Commit to Action Implement tracking and training process Track Impact Present Results and Recommendations Give Feedback 7
- 29.
- 31. Click Here Fast-Pass Leadership DevelopmentPlanning & Strategy Session Helping your organization succeed by preparing and developing future leaders. Move your Leadership Development goals to the next round, no matter where you are in the process. We invite you to a Fast-Pass Strategy Session. (TurnKey Coaching & Development Solutions will pick up the tab, so there's no charge!) Our 60-Minute Agenda: • Identify Three of Priorities (Leadership Development Objectives) • Identify Top Three Challenges you’ll need to overcome • Draft a 3-Part Actionable Strategy for Next Steps [email protected] Schedule a time to meet: http://turnkeycoachingsolutions.net/LRPConsult
- 32. What Questions or Comments doyou have?
- 33.
- 34. Click Here Fast-Pass Leadership DevelopmentPlanning & Strategy Session Helping your organization succeed by preparing and developing future leaders. Move your Leadership Development goals to the next round, no matter where you are in the process. We invite you to a Fast-Pass Strategy Session. (TurnKey Coaching & Development Solutions will pick up the tab, so there's no charge!) Our 60-Minute Agenda: • Identify Three of Priorities (Leadership Development Objectives) • Identify Top Three Challenges you’ll need to overcome • Draft a 3-Part Actionable Strategy for Next Steps [email protected] Schedule a time to meet: http://turnkeycoachingsolutions.net/LRPConsult
Editor's Notes
- #2 How HR can use Leadership Readiness to gain a seat at the table. How to be a strategic business partner with a World Class Leadership Development program, no matter the challenges.
- #3 AA introduces herself and who we are.
- #4 AA Introduces Expert Renee Brotman, President and CEO of Kaleidoscope Associates, has more than 35 years of work experience. She has a diverse background focused on organization development, leadership coaching, training, and meeting facilitation. She has a reputation for maximizing organizational performance through strengthening working relationships, building leadership talent, executing learning events, managing culture shifts, and collaborating on effective meeting management. As a seasoned professional, Renee has extensive experience and knowledge of working in both the public and private sectors. As a former government director herself, Renee understands the challenges senior leaders deal with on a daily basis. She appreciates the skill required to work in a political environment, the organizational complexities and the need to get to core issues quickly. Throughout her career, Renee has been passionate about developing leaders. As the Staff College Director at the Center of Devices and Radiological Health at the Food and Drug Administration, Renee created new opportunities to develop future leaders and to bring together current leaders for continued dialogue and learning. Kaleidoscope Associates clients have included the Food and Drug Administration, the Federal Election Commission, the National Institutes of Health, the Department of Defense Intelligence Community, Veterans Administration, and many private sector clients. Renee is a lifelong learner. She enjoys reading, taking classes, and traveling. She is still struggling to learn how to speak Spanish but continues to take classes for what she hopes will be a future 2 month sabbatical in Spain. She keeps the dream alive!
- #5 This is a good example of a complete one page document to use when you present to your approving officials. If you can fill in all the pieces You should have a complete program.
- #6 Boomers Older Americans Are Retiring in Droves. The exodus of the baby boomers from the work force continues The labor force participation rate for boomers tanked by a full percentage point, to 23.6 percent, in the final quarter of the year. Jan 6, 2017 Older Americans Are Retiring in Droves – Bloomberg In 2011 began, the oldest members of the Baby Boom generation celebrated their 65th birthday. In fact, on that day, today, and for every day for the next 19 years, 10,000 baby boomers will reach age 65. Pew Research Center 63% of US Execs eligible to retire in next few years. If half of that statistic is right that still leaves a large leadership gap. Millennials By 2025 3 out of 4 workers globally will be millennials Average tenure is 2 years compared to 5 years for gen x and 7 years for boomers 56% will not accept jobs from companies that ban social media Most importantly, it costs on average $24K to replace each millennial employee Is your organization ready to fill its leadership gaps. If not, now is the time
- #7 Use this as your Template. See also instructions on “Sample Poll” next slide. Talk about results of poll. Potential stories: Worked with a company that did the bare minimum in developing people; especially leaders. They didn’t understand why constantly recruiting. Another organization built an elaborate multi-level program that communicates their commitment to people who wanted to work there and informed them what it took to succeed or transition into leadership.
- #8 Source: Brandon Hall Group released a study showing that 50 percent of organizations are short on leadership skills in their current environment. 71 percent reported that their leaders are not ready to lead their organizations into the future. Aberdeen Group Study: Organizations will be capable of delivering only two-thirds of the leaders required in the future. They report gaps at all levels of leadership, but especially in the mid- to senior-level ranks. DDI and The Conference Board’s Global Leadership Forecast 2014|2015, comprising 2,000-plus organizations and more than 13,000 leaders, revealed that anywhere from 55 to 89 percent of leaders are not prepared to meet CEOs’ top business challenges (e.g., handling global/international expansion). HOW DOES THIS HAPPEN. PART OF THE BOTTOM LINE IN TERMS OF PROFIT OR GOAL ATTAINMENT IS TO HAVE A WORKFORCE, INCLUDING LEADERS READY TO PERFORM FOR TODAY AND IN ANTICIPATION OF FUTURE NEEDS.
- #9 Dissatisfaction with some employee-development efforts appears to fuel many early exits. We asked young managers what their employers do to help them grow in their jobs and what they'd like their employers to do, and found some large gaps. Workers reported that companies generally satisfy their needs for on-the-job development and that they value these opportunities, which include high-visibility positions and significant increases in responsibility. But they're not getting much in the way of formal development, such as training, mentoring and coaching - things they also value highly.“ https://www.forbes.com/sites/victorlipman/2013/01/29/why-development-planning-is-important-neglected-and-can-cost-you-young-talent/#49ef23606f63 If you just start with mentoring or coaching millennials, they will increase their job satisfaction. Starting an internal mentoring program can be a very inexpensive direct cost initiative. Indirect cost if of course development time for mentor and mentee The matching process can be very simple or more robust. Your organization can decide how to begin based on your recommendations.
- #10 Dissatisfaction with some employee-development efforts appears to fuel many early exits. We asked young managers what their employers do to help them grow in their jobs and what they'd like their employers to do, and found some large gaps. Workers reported that companies generally satisfy their needs for on-the-job development and that they value these opportunities, which include high-visibility positions and significant increases in responsibility. But they're not getting much in the way of formal development, such as training, mentoring and coaching - things they also value highly.” Same thing is true for all generations. Everyone wants to learn and grow. This is quite the incentive when you are recruiting. I remember when I created an LRP and experienced leaders were envious of the new potential leaders. They wanted the attention and skill building themselves.
- #11 Do you have a solid business cases to present to your senior leaders about filling your leadership gaps; especially your first line leaders? If yes, what are they doing with it? What do you have to do to align your business strategy with the organizational strategic plan. If not, start now to build your case. Here are some critical ingredients: Don’t look back; be future oriented Align with current business goals and objectives. HR need to be involved in having the workforce ready to accomplishment strategic initiatives Be change agent. Gain awareness of both global and local cultural issues relating to your workforce Research and evaluate the use of new approaches to human resource readiness and effectiveness Identify weak lines in career paths that present the greatest organizational risks Do you have a pipeline of individual contributors able to move to leading others? Do you have the talent to promote leaders to higher levels of responsibilities? If yes, are they ready to step in now? If no, what can you do NOW to get them ready Create a picture (maybe a mind map) that aligns business and cultural challenges leaders are likely to face in the organization at each transition point. For purposes of today’s discussion we are going to focus on first line leaders. However, all weak points should be examined.
- #12 “Leaders don’t create followers, they create more leaders.” — Tom Peters HR must be seen as a Strategic Partner Companies stuck in the traditional view that the sole purpose of business is to make money, and at whatever cost, will push HR to be operational and ultimately less competitive. When the focus is on maximizing short-term profits, and pleasing shareholders today, the future is the price that will be paid. This can be expressed in financial terms. And, an effective HR leader – knows their numbers, and makes the case for acting with strategic foresight now. Enduring Organization: HR can make the case that building an enduring organization requires a pipeline of competent leaders. HR leaders want to coach their executives and frankly, inspire their executive peers into envisioning more that just financial returns, they also want to leave a legacy of an enduring institution. HR can coax their peers into realizing they will be seen as the leader that left their organization prepared for the future or weak, unprepared, and ill-equipped to survive. Globalization: Globalization is increasing the speed of change. Mergers and Acquisitions: In 2017, more than 50,000 M&A deals were announced worldwide – this is a record! The success of those organizations depend upon how HR ensures integration – which cannot be done without strong interpersonal effectiveness skills. Innovation: Strategic HR makes the case that the organization cannot afford to be caught off guard by more competitors from more places. More competition means more innovation – either by your company or another. This in turn means HR must make the case of building a culture that fosters innovation and appropriate risk-taking by employees. Innovation at work requires a culture of risk and safety; Innovation depends on how well a company fosters imagination, engagement, and collaborative teams. Social Values: Furthermore, society is growing more demanding that corporate objectives align with social values, and this falls to executives with vision and that is not part of your organization, it’s part of HR’s strategic responsibility to explain how aligning the strategic plan with social values is actually a business imperative. Cultural Awareness / Integration: Corporations that break ground outside their country, need to address the local culture and ensure employees learn how to fit in and be appropriate, according to local customs and tolerance. It’s up to HR to ensure leaders have the impact and influence competency and executive presence skills required to get approval from the local governmental authorities and others. STORY –I was the first HR background individual to fill a training officer position in an organization. In the past the organization totally focused on technical competencies. I brought the data to the senior management about need to develop future leaders to fill forecasted openings. What a different perspective HR can bring.
- #13 Creating your map: and TELL YOUR STORY Focus on understanding the business HR is more important than just the “staff” doing hiring and firing. Be sure you are a partner in meeting needs both strategically and tactically within the organization Don’t be a flavor of the month Show long term commitment to be a valuable strategic partner. KEEP Talking. Someone will listening (eventually) Find a way to show how you can customized and grow your ideas incrementally. Find the behaviors needed or success at each phase of your map. Succession Plan- Every company needs leaders. The questions they must answer are: How many leaders do we need and at what levels – entry, intermediate and senior? Is there a gap in our current internal pipeline and our future needs? How do we fill the gap? Some human resource directors have told me that a strategy for leadership development is not necessary. They are not hiring or promoting so when invest in the foreseeable future. You need to know your long term projections. How else can, you prepare for the future. Keep your leadership pipeline fresh, you must have programs and they must be designed and executed well. A succession - planning program should at least identify potential replacements for those positions reporting to the CEO. (The “best practice” is to go two - to - three - levels down from the CEO and to identify at least two candidates for each of those positions .)
- #14 The first thing senior leadership will ask is “what will this cost us”? Secondly they will ask, “How is this going to help us meeting our strategic goals”? You can tell them the obvious answer of “it depends”. However, let’s try a different proactive approach. The budget for your leadership readiness program is completely within the control of the organization. You can start with a small cadre of participants, a small offering of classes and build incrementally toward a best practice program. The dollar range on training investment in leaders is vast. Some may only spent about $1800 per person annually and others thousands more. When I built an LRP for a government agency they spent about $200,000 for 25 students. That sounded ridiculously high to them. However when broken down it was $8,000 per participant inclusive of all training using internal and external facilitators, mentors, assessment tools, etc. Remember it can take HR $24K to hire a new millennial. When we get to step 6 – we’ll address tracking progress and ROI, which is required for your case for ongoing development.
- #15 This is an audience poll – ask the audience to type their answer into the question bar.
- #16 You’ve been given the approval to develop a first line leadership readiness program. Now what do I do! What do I know/ what don’t I know – prepare your list This can go on and on: Things to consider include: (see next slide)
- #17 To be effective, leadership development should be approached holistically. One needs to understand: What leadership development is and is not. The importance of leadership development. The direct and indirect costs of leadership development. The many different ways to develop and measure leadership. - shrm.org article, Jan. 2018
- #18 Use this as your Template. See also instructions on “Sample Poll” next slide. This is an audience poll – ask the audience to type their answer into the question bar.
- #19 Who will be part of your first leadership readiness program? Do you have the ability to hand pick participants? Do you need/want a competitive process? Many organizations use a competitive process to ensure that employees view this as a equal opportunity for all Do candidates have to have their current manager’s approval? What happens if they don’t approve? Selection criteria Grade or salary level Length of employment with organization Types of positions held Education Selection Tools Forms Timeline Communication – will you hold a briefing for interested people, anticipate what questions people will ask Selection Process Who is involved in the decision making? – Maybe form a Leadership Advisory Council Interviews or just paper submission If interviews, who will participate? Questions you will ask
- #20 Selection Tools Forms Timeline Communication – will you hold a briefing for interested people, anticipate what questions people will ask Selection Process Who is involved in the decision making? – Maybe form a Leadership Advisory Council Interviews or just paper submission If interviews, who will participate? Questions you will ask
- #21 Submit your answers
- #22 Use this as your Template. See also instructions on “Sample Poll” next slide. This is an audience poll – ask the audience to type their answer into the question bar.
- #23 Education Do you have specific leadership knowledge, skills and abilities identified for leaders at different levels? If not, how will you know where to put focus of your program. You can develop them via a partnership between HR and existing leadership Hire an external consultant to partner with on the development Research off the shelf competencies as a place to start Real World Experience Learning to be a leader is more than sitting in a classroom Need to gain knowledge from people who serve in leadership now via mentoring program Need to give future leaders an opportunity to practice and learn from real opportunities to try new skills via short term acting assignments Putting it Together What’s the payback to the organization for the time and money spent in developing leaders via classroom activity, mentoring, time away from their current position? The answer lies in a capstone learning event. Have program participants work on a REAL organizational issue and present findings and implementation plans to senior leaders.
- #24 While there’s some argument regarding whether or not the percentages of this learning pyramid were scientifically proven, that’s not what’s important. What matters is the more a person can participate in the learning, through participatory learning methods (the bottom three), the more they will engage with the material and the more learning and development actually takes place. This does not mean that Lecture, Reading and Audio Visual do not have their place. For example, if the competency of Executive Presence, or Negotiations, Conflict Management is not “lectured about” and “explained first” the bridge to get to discussion and practice, simply doesn’t exist. This is why your program to be optimally effective should contain a combination of: Assessments Training Co-hort / Group Coaching Coaching and/or Mentoring
- #25 The Xerox Corporation carried out several studies, one of which showed that, in the absence of follow-up coaching, 87 percent of the skills change brought about by the program was lost. That's 87 cents on the skills dollar. According to Neil Rackham, 87% of sales training content is lost after 30 days. Thus, training alone isn’t enough to improve performance What Rackham’s study shows is that on-the-job coaching is a critical component of improving sales performance; way more than the standalone training approach that many companies utilize today. The study involved an under-performing team of 35 sales reps in Xerox’s Newcastle branch. To improve their sales performance, the company placed the reps into training after training – but the results stayed the same. So Xerox tried a different approach. Managers were trained to analyze the selling skills of their reps on-the-job and to systematically coach them when necessary. After only two months, results improved dramatically. The Newcastle branch went from 16th place (out of 17) in total sales to 3rd. And after just six-months of on-the-job coaching, they were number one. Even more significantly, they cut the calls needed to achieve each order in half.
- #26 Marshall Goldsmith, bestselling author and his partner, Howard Morgan, and completed an extensive research study involving over 86,000 respondents and eight major corporations on the impact of leadership development1. The findings were very compelling – yet not very surprising. Managers that involved their people back on the job and actually applied the concepts they were taught were seen as becoming far more effective leaders – not by themselves, but by their co-workers. Managers who didn’t apply what was learned didn’t get any better! So, how did they know this was money well spent. They of course used simple Level one evaluations of each course. That helped to assess the individual event but not the whole program. What were the indicators of success? This is the really important question for the organization. See next slide about Marsha
- #27 So, how did they know this was money well spent. They of course used simple Level one evaluations of each course. That helped to assess the individual event but not the whole program. What were the indicators of success? This is the really important question for the organization. When we get to My good friend, Marsha Monschein wrote in her book MEASURIT, about Collaborative Tracking. She defines this as a an accountability tool put into the training process to improve training’s impact and cost –effectiveness.
- #28 Select measurements that matter. Mediate and invite managers and participants to work together to select meaningful personal performance measures
- #29 Describe Business Issue or Need Assess current performance Identify desired performance Identify appropriate training or other solution Identify training outcomes/begin instructional design Link training outcomes to resolution of business need Conduct Cost Justification Describe benefits of achieving training outcomes Estimate potential value or worth of benefits Estimate potential costs Compare costs with value to determine cost effectiveness Develop tracking system Develop tracking strategy Develop tracking instruments and/or identify existing performance measures Commit to Action Specify actions needed to accomplish desired training outcomes Agree upon individuals’ responsibilities Create realistic project timeline Implement tracking and tracking process Administer tracking instruments, and/or obtain existing measures of performance Quantify pre-training performance, knowledge or skill levels. Conduct program Wait a minimum of 3-6 months for changes in performance (could assess at beginning and middle and end of program AND x months after program. One evaluation tool could be what % of participants were selected for newly opened leadership positions. Track Impact Assess post training performance, knowledge skills and compare with pre training performance…. Analyze results and determine next steps Compute actual costs and identify benefits/positive results Collaborate with benefits’ value in order to determine ROI Present results and recommendations Present results to Leadership Advisory Council Collaborate and agree upon further action Assign responsibilities Schedule follow-up meeting(s), if necessary Give Feedback Provide participants and their managers with performance summaries Restructure or re/design training (maybe after successful first program, you can add more components to your program. Don’t forget after care for participants – leadership coaching Continue organizational tracking until desired goals are achieved. Your senior leaders will love it that you are thinking of success and how to measure it from the onset of your program.
- #30 “Aim small. Miss Small” – Mel Gibson in The Patriot. Don’t wait for perfection. Don’t wait for total buy-in or agreement. Your department is not a democracy. Start a program. Call it a pilot, if you want. But, remember, it’s not a pilot, because you’re not TESTING whether or not your people can handle development. It’s more like planting a seed for your organization’s future growth. Sometimes it takes 10,000 seeds to build a single strong oak and an orchard of stronger every day seedlings Fortunately you can use LD best-practices to build great leaders. STORY: Organization I worked with started LRP with one Division. ½ through program other divisions wanted to participate. Program grew to be organization wide initiative. Still going on ten years later (of course with lots of refinements along the way).
- #31 Whether a co. is private or public, leaders are leaders… If an OD consultant can have success building a leadership readiness program in Government, they can do it anywhere. Quotes > $24K to replace each Millennial employee, if not now when. ON 2nd POLL … First line – add time management .
- #32 What to do next? Determine where your organization is in its succession management journey Initiate a dialogue with other leaders to determine the risks and opportunities for your organization regarding the current state of Succession Management Fast-Pass: Call us to discuss your challenges and we Call us at 281-469-4244 or Email us at ……
- #34 Insert Survey Questions / Survey Link: https://www.surveymonkey.com/r/tkcdswebinarfeedback
- #35 What to do next? Determine where your organization is in its succession management journey Initiate a dialogue with other leaders to determine the risks and opportunities for your organization regarding the current state of Succession Management Fast-Pass: Call us to discuss your challenges and we Call us at 281-469-4244 or Email us at ……