3. 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 Program For more information, visit our events page: www.cmaconsult.com/calendar.aspx
4. Agenda Trends/best practices in leadership development (LD) Implementing leadership development programs (LDPs) in your organization CMA case studies: Accelerating through Transitions: “Hi-Po Harry” Getting Back on Track: “Senior Sally”
10. Techniques for LD Percentage of Companies Using Various Leadership Development Interventions (Conference Board, 1999)
11. Best Practices in LD Effective LDPs (Miller & Desmarais, 2007): Align LD with strategic initiatives Supported by key stakeholders Assess the impact of culture Link LD to other HR processes Sustain development through support of others
12. Why LD Efforts Fail (Ready & Conger, 2003) “Ownership is Power” Mindset Power and politics interfere Productization of LD Not linked to strategy Make-Believe Metrics Not linked to program objectives
13. The Future of LD (Riggio, 2008) LD is a growing concern Continued research Be wary of LD as a “one-size-fits-all” product Guiding philosophies of LD From developing individual capabilities to building organizational capacity
14. Application For Your Organization (Yost & Plunkett, 2010) Phase I: Initial Planning Business strategy Organizational needs analysis Desired outcomes Phase II: Program Design Form task force/steering committee Follow best practices: Align with the business Follow adult learning principles Build networks Require practice Build in feedback Extend over time Emphasize learning transfer Evaluate using appropriate metrics Phase III: Pilot Program Implementation Evaluation Modification Phase IV: Full Program Implementation Evaluation Ongoing calibration
28. 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.
29. Assessment Individual assessment Personality Motivation Leadership Critical reasoning and problem solving In-depth interview Past, present, and future context Perspective
33. 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?
34. SUPPORT Where does the support come from? Horizontally from peers Vertically from sponsor in organization Externally from the CMA coach
41. How Do We Find Our Needle Department Benchmarking Creating Wellness Initiatives to Impact the Bottom Line The Leadership Story Potential New Market Certification Acquisition Analysis National Procurement Process- Achieving the Best Possible Value
43. Resources 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
