Executive Training and Development.pptx

8/14/2019 Executive Training and Development.pptx

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ExecutiveTraining andDevelopment


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Why executive training and

development

Research that profiles:

Current state

Impact on organizations

Common barriers to effective

implementation


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Why executive training and development

Era of managingsiloed functions,

conducting isolated, disparate activities

is fading ...

Being replaced with more collaborative and

team-based planning and development

that is tied to business strategy


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Definition of key terms

Executive: a person or group of personshaving administrative or supervisoryauthority in an organization

Executive Development: any activitythat cultivates the skills andcompetencies of a current executive, oran up-and-coming leader within anorganization


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Definition of key terms

Traditional Executive Development: oftencarried out via periodic leadership training

events, or as ad hoc training for specificpurposes/skills development

Non-traditional Executive Development:

features experiential learning over extendedperiods and includes activities such asmentoring, coaching and peer meetings


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In the past, it was typical to:

Join an organization early in their career

Work up the corporate ladderAssume positions of leadership in a

stable operating environment


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New environment:

Significant workforce cuts

Product and demand uncertainty

Middle management roles werelargely reduced and eliminated

Web-based products and

organizations demanded a fasterturnaround of effective and morecreative leaders


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Change in leadership environment androle of executives

Required to manage a leaner workforce

Have to devise new approaches

Operates within a cautious environment


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Change in leadership environment androle of executives

Must be prepared to address an evolving set

of internal and external challenges

Have shorter tenures

Opportunity to develop bench strengthcompromised


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Current leadership environment

Leadership transitions demonstrate theimportance and urgency of effective

executive development.

Organizations with a strong executivedevelopment core and focus on

effectively developing leaders are

able to excel as their counterpartsstruggle to understand what steps to

take next.


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Executive Development and

Organizational Impact

Organizations recognize the value of

developing better leaders and increasing

bench strength of executive talent

How to effectively do executive

development?


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Traditional executive development

relied upon periodic development events:

ClassesWorkshops

Speakers

Seminars and/or retreats

Characterized as more static learning

opportunities


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Event-based activities can be useful

but may not create lasting behavior change

if not coupled with some mechanism for

continuous follow-up and practical

application.


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Executive Development &


Non-traditional approach

a hybrid model of event-based activities in

addition to immersive active-learningexperiences that are conducted over

extended periods of time and reinforced

with current, topical organizational

challenges


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Non-traditional activities:

Internal peer group meetings

Regular cross-functional team meetings

Mentoring

Custom-designed development plans

Executive coaching


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Non-traditional activities:

Peer group meetings with leaders from

non-competing businesses to shareknowledge and best practices

Internal leadership meetings facilitatedby an outside agency or consultant

Rotational assignments to expose leadersto various department and functions inthe organization


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Defining Traits: Leadership

Alignment

Culture of cohesion, collaboration, and

cooperation at the top of the organization is a

defining aspect of executive interpersonal

behavior and success.


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Defining Traits: Leadership Alignment

For a team to be successful, it must:

be a real team, not a team in name only

have compelling direction for its workhave an enabling structure that facilitates

teamwork

operate within a supportive organizationalcontext

have expert teamwork coaching


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Direct link to business strategy

Aligning or linking executive development

activities and goals with the business

strategy

A synergistic approach is rational and

practical because leaders are developed

according to the strategic needs of the

organization


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Non-traditional vs Traditional techniques:

Frequency

Non-traditional development activities:

Internal peer group meetings 86%

Regular cross-functional team meetings 82%Mentoring 67%

Custom-designed development plans 65%

Executive coaching 60%Peer group meetings with leaders 58%

Internal leadership meetings 56%

Rotational assignments 38%


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FrequencyTraditional development activities:

Leadership retreats 67%

Off-site seminars/speakers 67%Workshops

64%

E-learning/Online Training 59%Classroom training 56%

University/Advanced Degree program 33%


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Effectiveness

Most effective development activities

Mentoring 91%

Workshops 86%

Regular cross-functional team meetings 86%

Executive coaching 86%

Internal peer group meetings 82%

Custom-designed development plans 80%


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Effectiveness

Lower-rated development activities

Rotational assignments 79%

Leadership retreats 79%

Classroom training 79%

Off-site seminars/speakers 76%

Peer group meetings 76%

Internal leadership meetings w/consultant 75%University/advanced degree programs 72%

E-learning/Online Training 72%


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Non-traditional techniques build skillsfor executives

Soft and hard skills

Skills to handle unknown challenges,creativity, divergent thinking, interpersonal

abilities and communication as well as

legal, financial marketing and managerial

skills


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Measuring executive development

Tendency to use observational rather

than metric-based validations to measure

the effectiveness of their executive

development programs

Incorporate evaluation metrics to monitor

progress of development activities and

drive improvements where necessary


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Key BarriersDo not have a structured approach to

executive development

Participate in training on an as-neededbasis

Lack of funding

Inadequate ROI measurement


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Key Barriers

Executive development has to

continue evolving from an ad hoc

practice to a more structural,

comprehensive strategy that is ideally

folded into the organizational

business strategy to be most effectiveand successful.


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Conclusion and Recommendations

The accelerated speed at which change isoccurring with the heightened complexity of theseissues, requires a shift in leadership culture and an

emphasis on collaboration to effectively addresscurrent and anticipated challenges.


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Effective executive development is not based onconducting isolated, infrequent, disparateactivities.

Key elements need to be in place and workingcohesively to impact development.

The leadership culture of an organization has tobe collaborative and aligned with the guidingbusiness strategy.


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There are benefits in relying on non-traditionalactivities that feature collaborative techniquesto accentuate critical thinking and theexchange of ideas while traditional means ofdevelopment are also beneficial.

Use both types!


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Executive development programs and

strategy need to be further developed to

include more concrete frameworks and

metricsso improvement can be moreeffectively tracked and measures.


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Future executives will be developed

according to an approach that emphasizes

teamwork, critical thinking and the ability to

improvisein the face of a shifting set ofchallenges.

Documents

Executive Training and Development.pptx