Are You Getting Leadership Development Right?

Document created by 1049487 on Nov 24, 2015Last modified by 1049487 on Nov 29, 2015
Version 1Show Document
  • View in full screen mode

Tom_Sheehan_news.jpgDecember's Learn and Go focus is on Organizational Capabilities. On December 16th (10am-11am) we will host a free webinar which addresses the role HR can play in maximizing organizational capabilities in order to drive business results. Register Here

 

One topic that will be addressed is leadership development. The quality of leadership, more than any other factor, often determines the success or failure of an organization. Leadership development helps to improve leadership quality by ensuring that leaders possess the competencies to achieve the organization’s strategy, continue to improve the organizational culture, and strengthen organizational capabilities.

 

The best investment an organization can make is in the development of its future leaders. Such an investment yields both short-term and long-term dividends. In the short-term, leaders will be better prepared for the challenges they face in their current roles. They will also be more likely to help foster a learning culture if they themselves are an active participant in learning.

 

Additionally, and more importantly, the risk associated with leadership departures is greatly reduced by improved better bench strength that is a consequence of leadership development. Many organizations fail to adequately develop the next generation of people who will replace individuals in these leadership roles. Making matters worse is the fact that a significant number of baby-boomers will be retiring in the next 5 years.

 

On one hand, the responsibility for an organizational commitment to developing future leaders begins with the executive team.

 

On the other hand, HR should own all talent processes and must play a key role in spotlighting the issue and driving the leadership development and succession planning processes.

 

Forward-looking HR professionals should begin the process by answering these questions:

 

  1. What are we doing to prepare our next generation of leaders?
  2. Is our pipeline filled with the talent needed to carry out our organization’s strategy?
  3. Who is the ‘person in charge’ of developing our new leaders?
  4. Is leadership development an organizational priority?
  5. How are our top leaders involved?

 

Where to Start

 

Step 1: Align with strategy

 

Ensure that the leadership development efforts are aligned to the organization’s mission, vision, values, and strategic plan. Senior leaders also must accept that leadership development is a lengthy process.

 

Step 2: Create common set of values

 

Ensure that there is a common set of leadership values and standards that permeate everything the organization does including-  recruiting, hiring, succession planning, and performance management.

 

A good starting point for the values may include the following:

 

  • Results Focus
  • Accountability
  • Respect for Others
  • Leveraging Diversity
  • Effective Communication
  • Building Trust

 

Step 3: Communicate the philosophy

 

Create a leadership development philosophy statement that defines the principles the organization champions. A leadership development philosophy provides direction for those crafting the plan and a communication tool to help the organization understand leadership development.

 

Step 4: Agree upon objectives

 

Make certain that all leaders are aligned to the following objectives:

 

  1. Make improving bench strength a top priority (including succession and retention plans)
  2. Ensure each leader takes responsibility for developing future leaders
  3. Measure the business results of leadership development
  4. Making learning an organizational priority
  5. Create formal development plans for emerging leaders

 

Lack of true engaged support from current leaders is one of the key reasons that leadership development fails. Your role as an HR professional is to help senior leaders see leadership development as a strategy as opposed to being the project du jour. Identifying and improving the quality of leaders must be a top priority to ensure a filled pipeline of experienced employees ready to be placed.

 

As a CAI member, you've already paid for my time in helping you get Leadership Development right at your company.  Just give me a call at (919) 325-4113.

 

You may also check out these modules and tools in Learn & GO:

Talent Management: Leadership Development

Organizational Capabilities: Develop

Sample Leadership Competency: C-2

Sample Leadership Competency Model V2: C-3

70-20-10 Development Assignments: TM-3

Recent News Articles

 

CAI Webinar on USDOL Proposed OT Rule: December 17th - Save the Date!

 

Forgetting About the ADAAA When Administering Leave Policies Can Be Costly

 

Are you getting Leadership Development right?

 

How to Start Using "Big Data" to Make Better HR Decisions

 

An Effective Recipe for Managing One-on-One Employee Meetings

 

Welcome New Association Members - October

 

Giving Thanks to Those Around You

 

5 Great Interview Questions to Assess Cultural Fit

 

Get Recognized for Your HR Efforts

 

Suffering from FMLA Abuse?  Here's a Radical Idea…

 

A Good Job Description is An Important Management Tool

 

Six Months After Ambush Rules

 

Employee Notice of Injury by Accident

 

BREAKING NEWS: New Overtime Rule May Come Later Than Anticipated per DOL

 

CAI Releases Preliminary Pay Increase Trends

 

myCAI Turns One Year Old

 

How Do Your Leaders Compare to Navy SEALS?

 

How Do You Prioritize Multiple Garnishments For The Same Employee?

 

Upcoming 'Developing Potential' Webinar

 

Unemployment Benefits Reserve Restored

 

ALERT: YOU CAN NOW READ THE CAI NEWS WITHOUT LOGGING IN!!

1 person found this helpful

Attachments

    Outcomes