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Best Practices for Developing Your Emerging Leaders

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BizLibrary
BizLibrary

In this webinar, Jeremy Lieb of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others. www.bizlibrary.com

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Best Practices for Developing Your Emerging Leaders
What are the primary of objectives of your leadership development program?
We have re-evaluated leadership competencies for our organization in the past 6 – 12 months.
Best Practices for Developing Your Emerging Leaders
“[T]he most successful strategies are those that make learning a continuous process, hardwired into a company's metabolism.“ Meghan Biro, The New Rules of Leadership
Strong Executive Involvement Tailored Leadership Competencies Alignment with Business Strategy Target Multiple Levels of Leadership Learn By Doing and Application 5 Ways to Unlock the Hidden Value in Your Emerging Leaders
Building Teams Own Personal Development Clearly Connect Performance and Bottom Line Results 1. Executive Involvement
Financial Results Key Employee Retention Improve Organizational IQ Business Impact
86% see leadership shortfalls as a top-3 issue Leadership capabilities in 2015 are no higher than in 2014 despite the fact that this was the #1 issue in 2014. Leadership spending increased by 14% in 2014 with no real impact or results.SOURCE: Bersin by Deloitte: Global Human Capital Trends 2015
360 MILLION WORKERS WILL RETIRE FROM THE GLOBAL LABOR FORCE BY 2030
Up to 40 to 50% of imported executives fail within the first 18 months – internal development is key to success! SOURCE: McKinsey Global Institute
Knowledge transfer might be the single best reason to improve your leadership development program . . . now. 33% by 2016 Of the workforce will be over the age of 50. Up from 27% in 2007 SOURCE: U.S. Census Bureau 48% Of companies have no intention to do any strategic planning about how retirement affects their business! SOURCE: AARP Poll Experience, knowledge, and skills!
Employee Retention Customer Satisfaction Employee Productivity SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011. Poor Leadership Practices Negatively Impact
Employee Retention As much as 32% of an organization’s voluntary turnover can be avoided through better leadership skills. SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011. Poor Leadership Practices Negatively Impact
Customer Satisfaction Better leadership can generate 3-4% improvement in customer satisfaction scores…corresponding to 1.5% increase in revenue growth. SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011. Poor Leadership Practices Negatively Impact
Employee Productivity Better leadership practices could eliminate 5-10% of productivity drag. SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011. Poor Leadership Practices Negatively Impact
Focus on people development and growth Look to the future and strengths Maximize potential Challenge the status quo 2. Tailored Leadership Competencies
Great Man Theories Leaders are born, not made Group Theories Leadership emerges in small group settings Trait Theories Universal leadership traits that can be taught and learned Behavioral Theories Behavior patterns that results in leadership success Leadership Models For Development
Contingency Theories Leadership behaviors in specific situations Excellence Theories Traits, behaviors, and situations allow people to lead Transactional / Transformational Theories Behaviors in specific situations Social / Connected Theories … Leadership Models For Development
SOURCE: futureworkplace.com • Inclusive decision making • Genuine solicitation of feedback Collaborative Mind-set • Mentors and coaches team • Provides straight feedback Developer of People • Use technology to connect customers and employeesDigitally Confident • Has a diverse mind-set • Prioritizes social responsibility Global Citizen • Builds accountability across levels • Champions innovation Anticipants and Builds for the Future Leadership 2020 Model
Learning Agility Defined: The willingness and ability to learn from experience and the ability to apply what you’ve learned for effective performance in new or unfamiliar conditions.
People who are learning agile: Seek out experiences to learn from; enjoy complex problems and challenges associated with new experiences because they have an interest in making sense of them; perform better because they incorporate new skills into their repertoire. A person who is learning agile has more lessons, more tools, and more solutions to draw on when faced with new business challenges.” Source: Victoria Swisher, Becoming an Agile Leader
Self-Awareness Self- Management Social Awareness Relationship Management Emotional intelligence is the foundational skill set.
Source: Daniel Goleman, What Makes a Leader, Harvard Business Review
3. Align with Business Strategy Identify successors for critical roles Enhancing effectiveness of current leaders Accelerate the development of high potentials Develop leadership bench strength Influence or change company culture Increase employee engagement and productivity
VISION: Where are we going and why? STRATEGY: How will we get there? RESOURCES: What’s available and needed? Leadership in Your Organization
What do you need your leaders to do to be successful? Uncertainty Changing DemographicsNeed for Speed Key Challenges Faced By Our Leaders
V U C A VOLATILITY UNCERTAINTY COMPLEXITY AMIBIGUITY
With each generation entering the workplace, a greater emphasis is placed on continual development as these new employees know that they are unlikely to stay more than a few years; …It’s about what they can develop and acquire to take to the next stop in the career journey. We know that effective leaders are one of the most important influences on levels of engagement. “ Source: Rebecca Ray, Employee Engagement in a VUCA World
4. Target Multiple Levels Supervisory and Team Lead High Potential Employees Managing New Managers And Newly Promoted Advanced Leadership Mid And Senior Level Managers Technical And Professional Executive Development Senior Directors And Vice Presidents
Developing Learning Plans at Different Levels Supervisory and Team Lead • Changing roles and communication • What is leadership • Working with peers • Delegation • Establishing credibility New Managers • The management / leadership mix • Working with peers • Developing others • Emotional intelligence Mid-Level Managers • Learning resources targeted to their role of managing other managers • Job rotation and stretch assignments for growth • Feedback and mentoring Technical and Professional Leaders • Leadership fundamentals, business acumen and communication skills • Learning at the time of need and on-demand Executives and Senior Leadership • Higher level leadership skills – motivation, strategy and innovation • Peer to peer collaboration • Highly focused development plans and executive coaching
5. Learn By Doing Rotational Assignments Action Learning Task Force or Project Team Mentoring
Developing Relationships Formal Training Receiving Feedback Self-Awareness On-the-Job Experiences Learning How to Learn
Strong Executive Involvement Tailored Leadership Competencies Alignment with Business Strategy Target Multiple Levels of Leadership Learn By Doing and Application 5 Ways to Unlock the Hidden Value in Your Emerging Leaders
Video Lesson Series: Developing Supervisor Fundamentals 12 Part Short Video Series 1. Congratulations, You're a Supervisor! 2. How Good Do You Want to Be? 3. Personal Traits for Success 4. Establish Credibility to Lead 5. Going From Buddy to Boss 6. Your First Team Meeting 7. Research Your New Team 8. Get Team Feedback from Others 9. Interview Your Team 10. Observe Your Team in Action 11. Develop a Team Strategic Plan 12. Mistakes to Avoid
Video Lesson Series: Emerging Leaders 9 Part Short Video Series • How to prepare for a leadership role, both physically and mentally • How leaders can interact effectively with the people they’re leading • How to approach leadership with an intelligent, forward-thinking outlook that will simultaneously return excellent results and inspire others
Using Effectance to Better Motivate Yourself and Others Live Event: Tuesday, May 3rd 1:00PM Central/2:00PM Eastern Join us for future webinars! www.bizlibrary.com/webinars For Upcoming and On-Demand Webinars Best Practices for Developing Your Emerging Leaders Live Event: Wednesday, April 27th 1:00PM Central/2:00PM Eastern

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Best Practices for Developing Your Emerging Leaders

  • 2. What are the primary of objectives of your leadership development program?
  • 3. We have re-evaluated leadership competencies for our organization in the past 6 – 12 months.
  • 5. “[T]he most successful strategies are those that make learning a continuous process, hardwired into a company's metabolism.“ Meghan Biro, The New Rules of Leadership
  • 6. Strong Executive Involvement Tailored Leadership Competencies Alignment with Business Strategy Target Multiple Levels of Leadership Learn By Doing and Application 5 Ways to Unlock the Hidden Value in Your Emerging Leaders
  • 7. Building Teams Own Personal Development Clearly Connect Performance and Bottom Line Results 1. Executive Involvement
  • 8. Financial Results Key Employee Retention Improve Organizational IQ Business Impact
  • 9. 86% see leadership shortfalls as a top-3 issue Leadership capabilities in 2015 are no higher than in 2014 despite the fact that this was the #1 issue in 2014. Leadership spending increased by 14% in 2014 with no real impact or results.SOURCE: Bersin by Deloitte: Global Human Capital Trends 2015
  • 10. 360 MILLION WORKERS WILL RETIRE FROM THE GLOBAL LABOR FORCE BY 2030
  • 11. Up to 40 to 50% of imported executives fail within the first 18 months – internal development is key to success! SOURCE: McKinsey Global Institute
  • 12. Knowledge transfer might be the single best reason to improve your leadership development program . . . now. 33% by 2016 Of the workforce will be over the age of 50. Up from 27% in 2007 SOURCE: U.S. Census Bureau 48% Of companies have no intention to do any strategic planning about how retirement affects their business! SOURCE: AARP Poll Experience, knowledge, and skills!
  • 13. Employee Retention Customer Satisfaction Employee Productivity SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011. Poor Leadership Practices Negatively Impact
  • 14. Employee Retention As much as 32% of an organization’s voluntary turnover can be avoided through better leadership skills. SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011. Poor Leadership Practices Negatively Impact
  • 15. Customer Satisfaction Better leadership can generate 3-4% improvement in customer satisfaction scores…corresponding to 1.5% increase in revenue growth. SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011. Poor Leadership Practices Negatively Impact
  • 16. Employee Productivity Better leadership practices could eliminate 5-10% of productivity drag. SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011. Poor Leadership Practices Negatively Impact
  • 17. Focus on people development and growth Look to the future and strengths Maximize potential Challenge the status quo 2. Tailored Leadership Competencies
  • 18. Great Man Theories Leaders are born, not made Group Theories Leadership emerges in small group settings Trait Theories Universal leadership traits that can be taught and learned Behavioral Theories Behavior patterns that results in leadership success Leadership Models For Development
  • 19. Contingency Theories Leadership behaviors in specific situations Excellence Theories Traits, behaviors, and situations allow people to lead Transactional / Transformational Theories Behaviors in specific situations Social / Connected Theories … Leadership Models For Development
  • 20. SOURCE: futureworkplace.com • Inclusive decision making • Genuine solicitation of feedback Collaborative Mind-set • Mentors and coaches team • Provides straight feedback Developer of People • Use technology to connect customers and employeesDigitally Confident • Has a diverse mind-set • Prioritizes social responsibility Global Citizen • Builds accountability across levels • Champions innovation Anticipants and Builds for the Future Leadership 2020 Model
  • 21. Learning Agility Defined: The willingness and ability to learn from experience and the ability to apply what you’ve learned for effective performance in new or unfamiliar conditions.
  • 22. People who are learning agile: Seek out experiences to learn from; enjoy complex problems and challenges associated with new experiences because they have an interest in making sense of them; perform better because they incorporate new skills into their repertoire. A person who is learning agile has more lessons, more tools, and more solutions to draw on when faced with new business challenges.” Source: Victoria Swisher, Becoming an Agile Leader
  • 24. Source: Daniel Goleman, What Makes a Leader, Harvard Business Review
  • 25. 3. Align with Business Strategy Identify successors for critical roles Enhancing effectiveness of current leaders Accelerate the development of high potentials Develop leadership bench strength Influence or change company culture Increase employee engagement and productivity
  • 26. VISION: Where are we going and why? STRATEGY: How will we get there? RESOURCES: What’s available and needed? Leadership in Your Organization
  • 27. What do you need your leaders to do to be successful? Uncertainty Changing DemographicsNeed for Speed Key Challenges Faced By Our Leaders
  • 28. V U C A VOLATILITY UNCERTAINTY COMPLEXITY AMIBIGUITY
  • 29. With each generation entering the workplace, a greater emphasis is placed on continual development as these new employees know that they are unlikely to stay more than a few years; …It’s about what they can develop and acquire to take to the next stop in the career journey. We know that effective leaders are one of the most important influences on levels of engagement. “ Source: Rebecca Ray, Employee Engagement in a VUCA World
  • 30. 4. Target Multiple Levels Supervisory and Team Lead High Potential Employees Managing New Managers And Newly Promoted Advanced Leadership Mid And Senior Level Managers Technical And Professional Executive Development Senior Directors And Vice Presidents
  • 31. Developing Learning Plans at Different Levels Supervisory and Team Lead • Changing roles and communication • What is leadership • Working with peers • Delegation • Establishing credibility New Managers • The management / leadership mix • Working with peers • Developing others • Emotional intelligence Mid-Level Managers • Learning resources targeted to their role of managing other managers • Job rotation and stretch assignments for growth • Feedback and mentoring Technical and Professional Leaders • Leadership fundamentals, business acumen and communication skills • Learning at the time of need and on-demand Executives and Senior Leadership • Higher level leadership skills – motivation, strategy and innovation • Peer to peer collaboration • Highly focused development plans and executive coaching
  • 32. 5. Learn By Doing Rotational Assignments Action Learning Task Force or Project Team Mentoring
  • 33. Developing Relationships Formal Training Receiving Feedback Self-Awareness On-the-Job Experiences Learning How to Learn
  • 34. Strong Executive Involvement Tailored Leadership Competencies Alignment with Business Strategy Target Multiple Levels of Leadership Learn By Doing and Application 5 Ways to Unlock the Hidden Value in Your Emerging Leaders
  • 35. Video Lesson Series: Developing Supervisor Fundamentals 12 Part Short Video Series 1. Congratulations, You're a Supervisor! 2. How Good Do You Want to Be? 3. Personal Traits for Success 4. Establish Credibility to Lead 5. Going From Buddy to Boss 6. Your First Team Meeting 7. Research Your New Team 8. Get Team Feedback from Others 9. Interview Your Team 10. Observe Your Team in Action 11. Develop a Team Strategic Plan 12. Mistakes to Avoid
  • 36. Video Lesson Series: Emerging Leaders 9 Part Short Video Series • How to prepare for a leadership role, both physically and mentally • How leaders can interact effectively with the people they’re leading • How to approach leadership with an intelligent, forward-thinking outlook that will simultaneously return excellent results and inspire others
  • 37. Using Effectance to Better Motivate Yourself and Others Live Event: Tuesday, May 3rd 1:00PM Central/2:00PM Eastern Join us for future webinars! www.bizlibrary.com/webinars For Upcoming and On-Demand Webinars Best Practices for Developing Your Emerging Leaders Live Event: Wednesday, April 27th 1:00PM Central/2:00PM Eastern