presenting today - américaeconomía...knowledge transfer might be the single best reason to improve...

Presenting Today

Daniel BinkholderClient Success Consultant

BizLibrary

Katie MillerMarketing Specialist

BizLibrary

www.bizlibrary.com/demo

What are the primary objectives of your leadership development program?

We have re-evaluated leadership competencies for our organization in the past 6 – 12 months.

“The most successful strategies are those that make learning a continuous process, hardwired into a company's metabolism.“

Meghan Biro, The New Rules of Leadership

86%

see leadership shortfalls as a top-3

issue

Two out of three employees say

training plays an important role in

their decision to stay with their employer.

Professional development is 27% more important to

millennials then baby boomers

SOURCE: Bersin by Deloitte: Global Human Capital Trends 2015

Strong Executive

Involvement

Tailored Leadership

Competencies

Continual Re-Alignment with Business Strategy

Target Multiple Levels of

Leadership

Learn By Doing and

Application

5 Ways to Unlock the Hidden Value inYour Emerging Leaders

Gain Support Own Personal Development

Clearly Connect Performance and Bottom

Line Results

Executive Involvement

Employee Engagement

Customer Satisfaction

Employee Productivity

SOURCE: The Business Case for LeadershipDevelopment, CLO, 2017

Leadership Development Practices Positively Impact

Employee Engagement

81% of people who report to a trained leader said they were more engaged in their jobs.

SOURCE: The Business Case for LeadershipDevelopment, CLO, 2017

Leadership Development Practices Positively Impact

Customer Satisfaction

Better leadership can generate 71% percent higher customer satisfaction ratings and a 114% increase in sales.

SOURCE: The Business Case for LeadershipDevelopment, CLO, 2017

Leadership Development Practices Positively Impact

Employee Productivity

Leadership development can cause a 26% decrease in production time and a 36% increase in productivity.

SOURCE: The Business Case for LeadershipDevelopment, CLO, 2017

Leadership Development Practices Positively Impact

Business Impact

Financial Results

Key Employee Retention

Improve Organizational IQ

360MILLION

WORKERS WILL RETIRE FROM THE GLOBAL LABOR FORCE BY 2030

Up to 40 to 50% of imported executives fail within the first 18 months – internal development is key to success!

SOURCE: McKinsey Global Institute

Knowledge transfer might be the single best reason to improve your leadership development program . . . now.

25%

By 2020

of the workforce will be older adults aged 55 and up.

SOURCE: U.S. Census Bureau

48%

of companies have no intention to do any strategic planning about how retirement

affects their business!

SOURCE: AARP Poll

Experience, knowledge, and

skills!

42% of companies surveyed reported hiring retired employees as “consultants”

Informal Knowledge Transfer

Driving a culture of knowledge, sharing and communication

Some specialized knowledge WILL be lost

Focus on people

development and growth

Look to the future and strengths

Receive Feedback

Challenge the status quo

Tailored Leadership Competencies

Leadership Models For Development Behavioral

Theories

Behavior patterns that results in leadership

success

TraitTheories

Universal leadership traits that can be taught

and learned

Great ManTheories

Leaders are born, not made

GroupTheories

Leadership emerges in small group settings

Leadership Models For Development

Transformational Theories

Motivation, alignment and sometimes values

Contingency/Situational

Theoriesleadership behaviors in specific situations.

Excellence Theories

The interactions between traits, behaviors, key situations and group

facilitations

SOURCE: http://2020workplace.com/blog/?p=388

• Inclusive decision making• Genuine solicitation of feedback

Collaborative Mind-set

• Mentors and coaches team• Provides straight feedback

Developer of People

• Use technology to connect customers and employeesDigitally Confident

• Has a diverse mind-set• Prioritizes social responsibility

Global Citizen

• Builds accountability across levels• Champions innovation

Anticipates and Builds for the Future

Leadership 2020 Model

Emotional intelligence is the foundational skill set.

Self-Awareness

Self-Management Social

Awareness

RelationshipManagement

Source: Daniel Goleman, What Makes a Leader, Harvard Business Review

Continual Re-Alignment with Business Strategy

Identify successors for critical roles

Enhancing effectiveness of current leaders

Develop leadershipBench strength

Accelerate theDevelopment ofHigh potentials

Influence or changeCompany culture

Increase employeeEngagement andproductivity

What do you need your leaders to do to be successful?

Key Challenges Faced By Our Leaders

Uncertainty Changing DemographicsNeed for Speed

Leadership in Your Organization

VISION

Where are we going and why?

STRATEGY

How will we get there?

RESOURCES

What’s available and needed?

Target Multiple Levels

High Potential Employees

Supervisory and Team Lead

Managing AdvancedLeadership

ExecutiveDevelopment

New Managers &Newly Promoted

Mid And Senior Level Managers

Technical And Professional

Senior Directors And Vice Presidents

Supervisory and Team Lead

• Changing roles and communication

• What is leadership• Working with peers• Delegation• Establishing

credibility

New Managers

• The management / leadership mix

• Working with peers• Developing others• Emotional

intelligence

Mid-Level Managers

• Learning resources targeted to their role of managing other managers

• Job rotation and stretch assignments for growth

• Feedback and mentoring

Technical and Professional

Leaders

• Leadership fundamentals, business acumen and communication skills

• Learning at the time of need and on-demand

Executives and Senior

Leadership

• Higher level leadership skills –motivation, strategy and innovation

• Peer to peer collaboration

• Highly focused development plans and executive coaching

Developing Learning Plans at Different Levels

Learn By Doing

Rotational Assignments Action Learning Task Force or

Project Team Mentoring

Developing Relationships

Formal Training

Receiving Feedback

Self-Awareness

On-the-Job Experiences

Learning How to Learn

Learning Agility Defined:

The willingness and ability to learn from experience and the ability to apply what you’ve learned for effective performance in new or unfamiliar conditions.

Having a Growth Mindset

Mastery & Passion

FIXED MIXED GROWTH

Strong Executive Involvement

Tailored Leadership

Competencies

Alignment with Business Strategy

Target Multiple Levels of

Leadership

Learn By Doing and Application

5 Ways to Unlock the Hidden Value in Your Emerging Leaders

Questions?

Establishing a Culture of Agility Video Lesson

From this lesson, the viewer will learn about the four areas that must be understood and modified in a culture of agility. The lesson also describes applicable strategies for creating an agile organization, such as communicating well, supplying resources, and increasing tolerance of mistakes.

Establishing a Culture of Agility

Using Emotional Intelligence Video Course

This eight-lesson video course covers the major components of EI: self-awareness, self-regulation, social awareness, and relationship management. In this video lesson, we will introduce the concept of emotional intelligence, describe how it differs from other types of intelligence, and summarize the different parts of EI.

Using Emotional Intelligence

Let us know through the poll if you’d like a free demo of BizLibrary’s online course collection.

www.bizlibrary.com/demo

Try out these video lessons and more!

Thank you for attending!

Katie MillerMarketing Specialist

BizLibrary

Daniel BinkholderClient Success Consultant

BizLibrary