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Designing Leadership Development Programs Around a Strong Culture Elaine Biech Arlene McCollum. What Keeps Your Leaders Up at Night?. Today’s Objectives. Present ASTD’s Model to design a Leadership Development Program (LDP).

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Designing Leadership Development Programs Around a Strong Culture

Elaine Biech Arlene McCollum


What Keeps Culture

Your Leaders

Up at Night?


Today s objectives
Today’s Objectives Culture

  • Present ASTD’s Model to design a Leadership Development Program (LDP).

  • Provide a case study of an organization (OSI) that implemented a LDP.


Today s objectives1
Today’s Objectives Culture

  • Discuss actual examples of why to:

    • Engage leaders.

    • Align an organization’s drivers, culture, and requirements.

  • Assess and compare your organization to 6 leadership development success factors.


Astd leadership development process

Envision the Future Culture

Lay the Foundation

ASTD Leadership Development Process

Sustain Progress

Design the Developmental Elements

Agree on and Articulate an Action Plan


Lay the foundation
Lay the Foundation Culture

Lay the Foundation


Envision the future
Envision the Future Culture

Envision the Future

Lay the Foundation


Agree on an action plan
Agree on an Action Plan Culture

Agree on and Articulate an Action Plan

Envision the Future

Lay the Foundation


Design the learning
Design the Learning Culture

Design the Developmental Elements

Agree on and Articulate an Action Plan

Envision the Future

Lay the Foundation


Sustain progress

Envision the Future Culture

Lay the Foundation

Sustain Progress

Sustain Progress

Design the Developmental Elements

Agree on and Articulate an Action Plan


5 phases
5 Phases Culture

Lay the Foundation

Envision the Future

Agree on and Articulate an Action Plan

Design the Developmental Elements

Sustain Progress


Lay the foundation1
Lay the Foundation Culture

Lay the Foundation


Why leadership development identify drivers
Why Leadership Development? Identify Drivers Culture

ASTD 2008 Research

  • Retain High Potential Employees (79%)

  • Improve pipeline (74%)

  • Succession planning (65%)

  • Translate organizational strategy (60%)

  • Meet changing market needs (60%)

  • Foster “talent magnet” mindset (55%)

    One more: McKinsey study showed 22% higher return to shareholders


Outback steakhouse inc osi background
Outback Steakhouse Inc. (OSI) Background Culture

Started in 1988

Over 1500 restaurants worldwide

Includes 7 brands

Over $2 Billion in Revenue


Outback s drivers
Outback’s Drivers Culture

  • Age of executives

  • Climate for change

  • Fast growth

  • Fill a near empty “pipeline”


Authentic osi guiding document
Authentic OSI Guiding Document Culture

Peel back the layers of the onion

Take care of people and business takes care of itself/results

The litmus test

Beliefs

People belonging

Teamwork, shared goals, common purpose,

serve one another

Preparing the team

Commitments

Preparation, Sharing, Quality,

Hospitality, Courage, Fun,

Balance


Reflections for results
Reflections for Results Culture

One question for each step in the model

Reflect on the questions

Help you think about next steps for your organization


Reflection what are your company s drivers
Reflection: Culture What are Your Company’s Drivers?


Envision the future1
Envision the Future Culture

Envision the Future

Lay the Foundation


Critical when looking to the future
Critical when Looking to the Future Culture

  • Align the LDP to:

    • Mission

    • Vision

    • Values

    • Goals

    • Strategic Plan

    • Culture

  • Get leaders involved


Leaders must be committed
Leaders Must Be Committed Culture

Time

Involvement

Energy and enthusiasm

Model roles

Pro-active

Budget


Osi s desires for the future

OSI’s Desires for the Future Culture

Maintain culture

Foundation for ASTD’s model in place

Increase bench strength

Ensure restaurants in good hands

Leaders lead the change


“Success hinges on the bone-deep beliefs of the senior leaders of the organization. Do they really believe that their people can become great leaders?” —Jack Zenger Zenger | Folkman


Reflection: leaders of the organization. Do they really believe that their people can become great leaders?”How can Your Company’s Leadership Development Program Link the Present to the Preferred Leadership Future?


Agree on an action plan1
Agree on an Action Plan leaders of the organization. Do they really believe that their people can become great leaders?”

Agree on and Articulate an Action Plan

Envision the Future

Lay the Foundation


Your action plan take these into consideration
Your Action Plan: leaders of the organization. Do they really believe that their people can become great leaders?”Take These Into Consideration

  • Create a development mindset

  • 70 – 80% development occurs

    on the job

  • Development occurs daily

  • Begins with the organization’s

    leaders


Important to reach agreement
Important to Reach Agreement leaders of the organization. Do they really believe that their people can become great leaders?”

  • Beliefs in place

  • C-Level blessing

    • Executives interviewed

    • Executives practiced the process

    • Summits

  • Traits defined

  • Input from all levels


10 leadership traits
10 Leadership Traits leaders of the organization. Do they really believe that their people can become great leaders?”

  • Lives the Vision

  • Promotes Positive Change

  • Communicates with Impact

  • Fosters Diversity and Inclusion

  • Displays Balanced Thinking

  • Builds Partnership

  • Develops and Implements Strategy

  • Drives the Business

  • Develops Others

  • Develops Self


Osi s actions
OSI’s Actions leaders of the organization. Do they really believe that their people can become great leaders?”

  • Build on successful manager course history

  • Created an “official” leadership department

  • Invested time and money

    • ASTD model

    • 360 degree feedback instrument

    • ebb associates inc

    • LMS

    • Created support tools


Reflection what actions must your company take next
Reflection: leaders of the organization. Do they really believe that their people can become great leaders?”What Actions Must Your Company Take Next?


Design the learning1
Design the Learning leaders of the organization. Do they really believe that their people can become great leaders?”

Design the Developmental Elements

Agree on and Articulate an Action Plan

Envision the Future

Lay the Foundation


Possible design features

Competencies leaders of the organization. Do they really believe that their people can become great leaders?”

All employees

Learning levels

HIPOs

IDPs

Eligibility

Referrals

Selection

Formal education

Systems alignment

Succession management

Evaluation, ROI

Mentoring/coaching

Personal Improvement

Daily Experiences

Possible Design Features


Integration into the familiar
Integration Into the Familiar leaders of the organization. Do they really believe that their people can become great leaders?”

  • Align with OSI’s Leadership Model

  • Guiding document

  • Linked cost effective workshops to

    operation’s goals

  • Created self-development tools on line

    • Self-development tool

    • “Disciplines of Success”


Reflection what design elements fit your company s culture
Reflection: leaders of the organization. Do they really believe that their people can become great leaders?”What Design Elements fit Your Company’s Culture?


Sustain progress1
Sustain Progress leaders of the organization. Do they really believe that their people can become great leaders?”

Envision the Future

Lay the Foundation

Sustain Progress

Design the Developmental Elements

Agree on and Articulate an Action Plan


Sustainability make it better
Sustainability: Make it Better leaders of the organization. Do they really believe that their people can become great leaders?”

  • Monitor

  • Evaluate

  • Improve


Sustainment in a strong culture
Sustainment in a Strong Culture leaders of the organization. Do they really believe that their people can become great leaders?”

  • Build on the current culture

  • Senior leadership on board

  • Leaders continued to develop leaders

  • Provided a train-the-trainer for those

    already in place


Reflection what will be critical to sustain progress in your organization
Reflection: leaders of the organization. Do they really believe that their people can become great leaders?”What will be Critical to Sustain Progress in Your Organization?


Timeline for building a leadership development program
Timeline for Building a Leadership Development Program leaders of the organization. Do they really believe that their people can become great leaders?”


Estimated timeline
Estimated Timeline leaders of the organization. Do they really believe that their people can become great leaders?”

  • Lay the Foundation 1 – 10 weeks

  • Envision Future 2 – 12 months

  • Agree on Action 3 – 20 weeks

  • Design the Elements 3 – 12 months

  • Sustain Progress Ongoing

More detailed timeline at www.ebbweb.com

www.amcresourcegroup.com


Organizational readiness audit your job aid
Organizational Readiness Audit leaders of the organization. Do they really believe that their people can become great leaders?”Your Job Aid

Rate Your Organization

Use a Scale of 1-5


Critical success factors
Critical Success Factors leaders of the organization. Do they really believe that their people can become great leaders?”

Future Focused

Leadership Responsibility

Leadership Quality

Results Oriented

Value Learning and Development

Long-term, Aligned Systemic Approach


Scores mean
Scores Mean. . . leaders of the organization. Do they really believe that their people can become great leaders?”

  • 9 points or more:

    • Good

    • You are on your way

  • Less than 9 points:

    • Have some ground work to do

    • Proceed with caution


“The important thing is that organizations take effective action—now! Taking no action will lead to problems with growth and profit in the near future.” —Bill Byham DDI


Contact information

Elaine Biech action—

ebb associates inc

757.588.3939

www.ebbweb.com

Arlene McCollum

AMC Resource Group

253.686.4900

www.AMCResourceGroup.com

Contact Information


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