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Seven
Keys to Getting Results from Leadership Development
The
US has a critical leadership shortage that will only increase.
Across organizations, seven practices have been associated
with achieving results from leadership development.
The
first is that senior leadership
must drive leadership development on an ongoing basis. Setting
the vision for leadership development, allotting funds, selecting
high potential employees, being mentors, and evaluating results
on a regular basis is critical to success. When senior executives
"walk the talk" results are likely to be achieved.
For example, a Federal bank CEO not only established a leadership
development program, he and the other senior leaders received
360 degree feedback. In this study, the leadership training
after the 360 degree feedback resulted in all participants
improving their feedback ratings significantly.1
Second,
leaders must establish a work climate conducive to employees
performing at their best.2 Although
influencing corporate cultures is one of the hardest things
ever, it is important to success.3 Conduct
regular climate surveys, take prompt follow up actions, and
reward leaders who establish and maintain high performing
work environments.
Third,
hold employees accountable for their careers and for building
on strengths and fixing weaknesses.4
Use 360 feedback such as the Checkpoint 360 Feedback System
to identify competency gaps, strengths, and areas for growth.5
In addition, provide a series of assessments for self-awareness
and introspectiveness.6 The Profile
XT provides data on cognitive abilities, behavioral traits
and occupational interests for self insight and job match.7
In addition, use assessment results for personal growth planning,
customization of development, for promotions, lateral assignments,
and succession planning. Create growth experiences for leaders
while they are still in their current roles to strengthen
skills and mitigate deficiencies.
Fourth,
use blended learning such as face-to-face experiences and
web-based leadership self-study modules.2
Consider having 70% of development focused on experiences,
20% on relationships and 10% on training.6
Training when combined with coaching is four times as effective.3
The Checkpoint Skillbuilder series is one example of web-based
leadership development self-study modules complete with action
plans for on-the-job achievements and suggestions for coaching.8
Fifth,
keep senior leadership involved in identifying work experiences
to develop leaders. Canada Bell formed governance committees
of business leaders and generated ideas such as formation
of think tanks, book clubs, and reverse job shadowing to create
an on-going journey of personal development for their leaders.6
Sixth,
tailor leadership development to the development stage of
the learner. Four stages of career transition have been identified:
entry, independent contributor, contributing through others,
and strategist.9 Use this framework
to provide appropriate development experiences for leaders.
For example, provide ongoing supervisory courses to assist
the transition from independent contributor to contributing
through others. Provide tactical management skills for mid-level
managers such as time management and giving performance feedback.
2 In addition, consider executive MBA
programs for mid level managers. Use stretch assignments for
leaders transitioning to strategists. Provide executive coaching
for senior executives.
Seventh,
assure the alignment of individual leader goals and organizational
goals. Assure that leaders are working in positions that best
match organizational needs and their talents, abilities and
interests. Provide information, feedback and rewards to promote
alignment with the organization's vision, mission and objectives.
Use the Checkpoint Organizational Management Analysis for
data to facilitate alignment with superiors and with the organization.10
For
more information contact us at 510-435-9190.
1.
Woods, Steve, October, 2005, On the Road from Good to Great:
Leadership Development Paves that Road, Profiles International
Employer Advantage Newsletter. 3(4).
2. Lash, Rick, Leadership Development Interview, April 2007.
Hr.com.
3. Bungay- Stanier, Michael, Interview: How to Extend the
Power of Coaching in Your Organization, HR.Com February, 2006.
4. Buckingham, Marcus (2005) The One Thing You Need To Know,
Free Press, NY.
5. Checkpoint 360 Degree Competency Feedback System, Profiles
International, Waco, TX.
6. Nazer, Nancy, Interview: BellŐs Leadership Pathways: Taking
a Different Approach, April, 2007, HR.Com
7. Profile XT Total Person Assessment, Profiles International,
Waco, TX.
8. Checkpoint Skillbuiders, Profiles International, Waco,
TX.
9. Thompson, Paul & Sandholtz, Kurt, Interview on Growth Stages,
April, 2007, Hr.com
10. Checkpoint Organizational Management Analysis, Profiles
International, Waco, TX.
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