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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). - PowerPoint PPT Presentation
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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
