4. Implementation Why should anyone want to be led by me ? Leadership Context Statement Assessments PRE - WORK DISCUSSIONS Assessment Results FOLLOW UP (THREE MONTHS) LEADERSHIP DEVELOPMENT PORTFOLIO FEEDBACK LEADERSHIP DEVELOPMENT CONSULTATION Consultants Feedback Why should anyone want to be led by me ? Context Statement Assessment Results Consultants’ Feedback Your Analysis of Feedback Your Strategic Plan for Leadership Development LEADERSHIP DEVELOPMENT PORTFOLIO PLAN
5. Assessment of Current State of Development is Key Lominger Leadership Architect Center for Creative Leadership Benchmarks: 360
15. The difference is follow-through Less effective No Change More Effective Less effective No Change More Effective Less effective No Change More Effective Goldsmith, M: “Ask, Learn, Follow-up, and Grow,” in Hesselbein et al: Leaders of the Future, 1996 ” Consistent or periodic follow-up had a dramatic, positive impact.” percent percent percent
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18. Reasons Why Training and Development Fails Phillips, JJ and Phillips, PP: Training , September 2002
23. Results Only 40% of Managers of the control group reported that they were aware of the goals their direct reports set as a result of the training. In contrast, all of the managers of the follow-through group were aware of their reports’ goals Awareness of Goals
24. Results 35% of students in the control group reported that they never discussed the course even once with their managers. In contrast, only 3% of the follow-through group failed to discuss the course. The number of discussions also were increased in the follow-through group. Discussions
25. Results Managers were asked to indicate the extent to which the course had improved their reports’ management skills. 12% of the follow-through group, but none of the control group were rated ‘markedly improved’ - the highest rating. Change in Effectiveness