Workshop-Monica Goodale-Lessons from the Leadership Development Frontline
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Transcript of Workshop-Monica Goodale-Lessons from the Leadership Development Frontline
Lessons from the Leadership Development Frontline: A Case
Study
Monica Goodale, Ed.D.May 2014
The Leadership Ladder
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Program Goal
The pilot program’s goal:Provide recognition and development to key employees while preparing them for future growth and advancement opportunities. This will be accomplished by increasing participant’s exposure to cross-functional, organizational, business and leadership issues.
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Operating Assumptions
• Effective leadership at all levels is critical to an organization’s continued success
• Leadership qualities can be developed in a variety of formal and informal ways
• The ROI of a leadership development program cannot be directly measured
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Design of the Pilot
The design of the program included some of the best in current thinking on leadership development practices, including:
- Shorter segments spaced over a longer period
- Forming a cross-functional, multi-level cohort
- Involvement of business leaders as teachers
- Using technology to minimize travel expenses and to drive more innovative approaches to building relationships across the company nationally
- Running a pilot program – allowing feedback, learning and flexibility throughout is key
- Aligning elements of content with existing organizational values (Success Factors) helped ground the program
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Participant Selection
• Pilot Participants were selected by a Senior Team
• They included representatives from a variety of departments interested in participating in a pilot
• During the year-long pilot 2 participants left the organization, and 5 participants took on promotions or new responsibilities
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Program ContentTopics included:- Effective Management- Leadership- Critical Thinking- Behavioral Styles- Understanding Business &
Financials- Learning & Development- Customer Service- Accountability
-Organizational Improvement-Ethics & Integrity -Building Partnerships-Influencing Skills-Collaboration-Coaching-Playing To Strengths-Professional Branding
Examples of Speakers & GuestsSpeakers & guests included:
- CEO
- CFO
- Sr VP of HR
- CAO
- CU/WO
- CIO
Additionally:Functional VP’sBranch Managers
External Guests: Subject Matter ExpertsConsultants“Alumni”
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The Service Component
• One component of the program was that the participants identify and solve a real work issue by: articulating a method, creating a project plan, and using a data collection process – including interviews internally and externally. Project teams received coaching from sr. leaders during their work together.
• 2 projects emerged
• Projects were presented to a group of senior leaders during the last meeting of the program.
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Sample Investment
• ~ $50,000 for 15 participants over the course of the year long program (travel, books, materials)
• Technology was used to minimize travel costs over the course of the program
• Project work – impact still TBD
• Value-added experience: broadened connections across the enterprise
• See separate research by Bersin & Associates (2012), ASTD, ISPI, etc. on trends for “leadership spend”
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Feedback on Program
• Broader goals of the program:– Recognition & development
– Greater exposure to cross-functional, organizational, business, and leadership issues
• Broader themes emerging in the feedback: – Cross-functional exposure was valuable
– Building working relationships was made easier
– Creating time to think beyond the day-to-day
– Exposure to senior executives appreciated
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Plus Deltas Mid-ProgramFeedback collected from the group:
• Over all the technology was successful – features to improve interactivity and engagement (chat, polling, raise hands features) worked well and participants adapted to format quickly
• Meeting design learning for us: create maximum opportunities for interaction and discussion; consider overall shorter meeting time
• “I definitely enjoyed the presentation by X and took 2 ½ pages of notes that I will be able to use and refer back to.”
• “I’m used to being on calls for 2-4 hours at a time. Sometimes it’s hard to shut out distractions like people sending me emails, but I’m used to having to block them out.”
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Plus Deltas Near End of ProgramNear the end of the program 1:1 calls were made to all participants to collect feedback on the program – pluses here (representative comments):• “Gave me time to think outside of the box,” “…forced me out of the everyday,” “I never would
have met some of these people or leaders otherwise”
• “Much easier to pick up the phone and discuss work now,” “I feel I have more resources to go to now”
• “Loved doing meetings via Webex – saved so much time over traveling and being away from my desk (and family).”
• “I know that any program is dependent on me as a participant to shape the program and get the most out of it.”
• “Flattered,” “honored to be included”
• “Sr. executive visits & exposure – great!”
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Plus Deltas Near End of Program continued
Deltas: • Broader themes:
– Time to participate effectively – More face time– Logistics of technology / meetings / being part of a pilot
• Despite the high rate of technology adoption across the group, they still wanted more face time as a group; “…more face time in the program up front and then the calls are better afterwards.”
• “I didn’t always give my best effort because of work distractions – so the program didn’t get the best from me.”
• “Long Webex meetings were hard – but mostly due to my self-discipline issues.”
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Feedback Specifically on the Service Component
At the mid-point, we collected feedback on the project work (representative comments):
• “Ask execs to come up with the project and then we work on that.”
• “Asking for our ideas for projects is better.”
• “The value to the company is building us as leaders, not as project-doers.”
• “We can all do projects on our own, save this time for leadership development.”
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Thoughts from Pilot Group on Future Program
We asked participants if they felt this program should be run again at some point in the future:• “Yes – it’s worth it!”
• “I would be interested in playing a part in a future program”
• “Anything like this that focuses on leadership and cross-functional communication is worth doing”
• “Dump the project part, keep the leader focus”
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Summary & Recommendations
• The program was judged by participants as positive and worthwhile.
• Project work resulted in 2 projects that are informing business processes into the future.
• Alumni activities will be scheduled into the first half of 2014.
• Managers of participants need to continue to provide coaching and mentoring.
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