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Designing Leadership Development Programs Around a Strong Culture

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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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Presentation Transcript
slide2

What Keeps

Your Leaders

Up at Night?

today s objectives
Today’s Objectives
  • 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
  • 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

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

Lay the Foundation

envision the future
Envision the Future

Envision the Future

Lay the Foundation

agree on an action plan
Agree on an Action Plan

Agree on and Articulate an Action Plan

Envision the Future

Lay the Foundation

design the learning
Design the Learning

Design the Developmental Elements

Agree on and Articulate an Action Plan

Envision the Future

Lay the Foundation

sustain progress

Envision the Future

Lay the Foundation

Sustain Progress

Sustain Progress

Design the Developmental Elements

Agree on and Articulate an Action Plan

5 phases
5 Phases

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

Lay the Foundation

why leadership development identify drivers
Why Leadership Development? Identify Drivers

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

Started in 1988

Over 1500 restaurants worldwide

Includes 7 brands

Over $2 Billion in Revenue

outback s drivers
Outback’s Drivers
  • Age of executives
  • Climate for change
  • Fast growth
  • Fill a near empty “pipeline”
authentic osi guiding document
Authentic OSI Guiding Document

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

One question for each step in the model

Reflect on the questions

Help you think about next steps for your organization

envision the future1
Envision the Future

Envision the Future

Lay the Foundation

critical when looking to the future
Critical when Looking to the Future
  • Align the LDP to:
    • Mission
    • Vision
    • Values
    • Goals
    • Strategic Plan
    • Culture
  • Get leaders involved
leaders must be committed
Leaders Must Be Committed

Time

Involvement

Energy and enthusiasm

Model roles

Pro-active

Budget

osi s desires for the future

OSI’s Desires for the Future

Maintain culture

Foundation for ASTD’s model in place

Increase bench strength

Ensure restaurants in good hands

Leaders lead the change

slide24

“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

slide25
Reflection: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

Agree on and Articulate an Action Plan

Envision the Future

Lay the Foundation

your action plan take these into consideration
Your Action Plan: 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
  • 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
  • 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
  • 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
design the learning1
Design the Learning

Design the Developmental Elements

Agree on and Articulate an Action Plan

Envision the Future

Lay the Foundation

possible design features
Competencies

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
  • 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”
sustain progress1
Sustain Progress

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
  • Monitor
  • Evaluate
  • Improve
sustainment in a strong culture
Sustainment in a Strong Culture
  • Build on the current culture
  • Senior leadership on board
  • Leaders continued to develop leaders
  • Provided a train-the-trainer for those

already in place

estimated timeline
Estimated Timeline
  • 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 AuditYour Job Aid

Rate Your Organization

Use a Scale of 1-5

critical success factors
Critical Success Factors

Future Focused

Leadership Responsibility

Leadership Quality

Results Oriented

Value Learning and Development

Long-term, Aligned Systemic Approach

scores mean
Scores Mean. . .
  • 9 points or more:
    • Good
    • You are on your way
  • Less than 9 points:
    • Have some ground work to do
    • Proceed with caution
slide45

“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

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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