Designing Leadership Development Programs Around a Strong Culture

What Keeps

Your Leaders

Up at Night?

Today’s Objectives

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

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

Today’s Objectives

3. Discuss actual examples of why to: Engage leaders. Align an organization’s drivers,

culture, and requirements.

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

ASTD Leadership Development Process

Envision the Future

Lay the Foundation

Agree on and Articulate an Action Plan

Design the Developmental

Elements

Sustain Progress

Lay the Foundation

Lay the Foundation

Envision the Future

Lay the Foundation

Envision the Future

Agree on and Articulate an Action Plan

Envision the Future

Lay the Foundation

Agree on an Action Plan

Agree on and Articulate an Action Plan

Design the Learning

Lay the Foundation

Envision the Future

Design the Developmental

Elements

Sustain Progress

Envision the Future

Lay the Foundation

Agree on and Articulate an Action Plan

Design the Developmental

Elements

Sustain Progress

5 Phases

Lay the Foundation

Envision the Future

Agree on and Articulate an Action Plan

Design the Developmental Elements

Sustain Progress

Lay the Foundation

Lay the Foundation

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

Started in 1988 Over 1500 restaurants worldwide Includes 7 brands Over $2 Billion in Revenue

Outback’s Drivers Age of executives Climate for change Fast growth Fill a near empty “pipeline”

Authentic OSI Guiding DocumentPeel back the layers of the onionTake care of people and business takes

care of itself/resultsThe litmus test

BeliefsPeople belongingTeamwork, shared goals, common purpose,

serve one anotherPreparing the team

CommitmentsPreparation, Sharing, Quality, Hospitality, Courage, Fun, Balance

Reflections for ResultsOne question for each step in the

modelReflect on the questionsHelp you think about next steps for

your organization

Reflection:What are Your Company’s

Drivers?

Envision the Future

Lay the Foundation

Envision the Future

Critical when Looking to the Future

1. Align the LDP to: Mission Vision Values Goals Strategic Plan Culture

2. Get leaders involved

Leaders Must Be Committed Time Involvement Energy and enthusiasm Model roles Pro-active Budget

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

“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:How can Your Company’s Leadership Development

Program Link the Present to the Preferred Leadership Future?

Agree on and Articulate an Action Plan

Envision the Future

Lay the Foundation

Agree on an Action Plan

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 Beliefs in place C-Level blessing

Executives interviewed Executives practiced the process Summits

Traits defined Input from all levels

10 Leadership TraitsLives the VisionPromotes Positive ChangeCommunicates with ImpactFosters Diversity and InclusionDisplays Balanced ThinkingBuilds PartnershipDevelops and Implements StrategyDrives the BusinessDevelops OthersDevelops Self

OSI’s ActionsBuild on successful manager course

historyCreated 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?

Agree on and Articulate an Action Plan

Design the Learning

Lay the Foundation

Envision the Future

Design the Developmental

Elements

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

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”

Reflection:What Design Elements fit Your

Company’s Culture?

Sustain Progress

Envision the Future

Lay the Foundation

Agree on and Articulate an Action Plan

Design the Developmental

Elements

Sustain Progress

Sustainability: Make it Better

Monitor Evaluate Improve

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

Reflection:What will be Critical to

Sustain Progress in Your Organization?

Timeline for Building a Leadership Development

Program

Estimated Timeline

Lay the Foundation 1 – 10 weeksEnvision Future 2 – 12 monthsAgree on Action 3 – 20 weeksDesign the Elements 3 – 12 monthsSustain Progress Ongoing

More detailed timeline at www.ebbweb.com

www.amcresourcegroup.com

Organizational Readiness AuditYour Job Aid

Rate Your Organization

Use a Scale of 1-5

Critical Success Factors

Future Focused

Leadership Responsibility

Leadership Quality

Results Oriented

Value Learning and Development

Long-term, Aligned Systemic Approach

Scores Mean. . . 9 points or more:

GoodYou are on your way

Less than 9 points:Have some ground work to doProceed 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 InformationElaine Biech

ebb associates inc

757.588.3939

www.ebbweb.com

Arlene McCollum

AMC Resource Group

253.686.4900

www.AMCResourceGroup.com