Leaders As Teachers Leaders As Teachers InstituteInstitute

And Analysis of Practices In Top And Analysis of Practices In Top Performing CompaniesPerforming Companies

Enterprise Leadership ChallengesENTERPRISE LEADERSHIP CHALLENGES LEADERSHIP DEVELOPMENT CHALLENGES

Creating Organization Agility • Teaching leaders to recognize burning platforms and to take action• Shifting from a learning organization to a teaching organization

Strengthening Strategic Alignment • Embedding strategy and corporate point of view into operational plans• Creating feedback loops to adjust strategy based on field experiences

Developing Enterprise Perspective • Strengthening leadership trust to build effective networks• Helping leaders take on increased personal responsibility and accountability

Encouraging Innovation • Developing an outside-in perspective • Fostering connection and conversation• Creating time for experimentation and ideation• Valuing diversity

New And Renewed Pressures On LeadersINTERPERSONAL LEADERSHIP CHALLENGES

LEADERSHIP DEVELOPMENT NEEDS

Moving from fact-based to pattern based management

• Providing resources to keep leaders abreast of industry and business trends

• Teaching leaders to challenge history and rethink assumptions

Dealing With Paradox • Replicating good judgment at lower levels of leadership

• Managing conflicting priorities; making commitments but staying ready to change

Making Decisions In The Face of Uncertainty • Preparing leaders to sift through complex, ambiguous information

• Helping leaders evaluate risk

Create And Sustain The Innovation Strategy • Encouraging a culture of experimentation

• Equipping leaders to study customer and community behaviors and needs

McKinsey Research

• 66% say company training programs do not strengthen capabilities that add the most value to business performance.

• Only 25 percent said company training programs are “extremely” or “very effective” in preparing employee groups to drive business results.

When senior leaders set the training agenda, capability building is linked explicitly to immediate business goals, and learning programs focus more directly on core skills that make a difference to business performance.

Leadership Is The Top Priority

Source – CorpU 10th Annual Benchmarking Study of Learning Excellence and Innovation

• 1% growth in 2009 (toughest economy in decades), double digit growth in Asia Pacific and Latin America

• Increased 2010 dividend by 12% to $1.48 • Filled 5 key senior leader positions with internal candidates

5-Year compounded Annual Growth Rate (CAGR) 9/30/04 – 9/30/09

BDX

S&P 500 Index

S&P 500 Health Care Equipment Index

7.72%

1.02%

-0.93%

BD (Becton Dickinson) – Leaders As Teachers Since 2000

• 11% rise in revenue in 2008

• Profit of $1.82 per share Q1, 2010 ahead of $1.61 the previous year and $1.79 target from Wall Street“Virtual teaching cycles give today’s

leaders a path to build organizations fast enough to benefit from today’s unprecedented rate of change.”

Brad Anderson, Vice Chairman and CEO, Best Buy

Best Buy – Leaders As Teachers Since 2002

Yum! Brands – Leaders As Teachers Since 2002• 20% ROIC – “Industry Leader”

• 7th straight year with better than 13% growth and exceeding 10% EPS growth target

• Grew worldwide sales 7% and same store sales 3% • 21 consecutive quarter of same store sales growth

Decline In Annual Revenue - 2008

YUM!

S&P 500 Index

-21%

-41%

“There is no way we could have grown this business so fast and prepared it for the future.”

David Novak, Chairman and CEO, Yum! Brands, Inc., speaking about his leadership workshops.

(C) Prima & Corporate University Xchange9

BEST PRACTICES

IMPORTANT RESEARCH

PEER NETWORK

IVY LEAGUE SCHOLARS

LEARNING LEADERS TOOLKIT

LEADERSHIP INSTITUTEAND EXECUTIVE COUNCIL

YOU

Welcome To The:

RESEARCH

TOOLS

NETWORK & EVENTS

• Betof Video Lecture Series

• Readiness Assessment For The LAT Approach

• Thought Leader and Partner Directory

• Leadership Development At Top Performing Companies

• LAT Case Studies

• Lessons from 2nd Annual Global leadership Congress

• Community for Peer Networking

• Presentations by Executive Council Members

• Discussions On Preparing Leaders For Future Challenges

Benefits Of Using LAT Institute ResourcesTo ensure your approach to implementing the Leaders as Teachers approach is:

• Insights• Advice• Support

• Insights• Advice• Support

LAT Institute Executive Director Ed Betof

“LEADERS AS TEACHERS – UNLOCKING THE POTENTIAL OF YOUR COMPANY’S BEST AND

BRIGHTEST”

ED BETOFSenior Fellow/Academic Director

Executive Program in Workplace Learning Leadership

University of Pennsylvania

Step-by-Step Support For LAT Approach

Leaders As Teachers Institute Web Site

Research, Tools and Support

Leaders As Teachers Institute Features:

Executive Council Calendar And Topics

“Teachable point of view” is a trademark of Noel M. Tichy, a professor at the Stephen M. Ross School of Business, University of Michigan.

Other LAT Institute FeaturesMembers will serve be the first to evaluate these additional frameworks and models.

$2K/Month

$30K + $20K

Improve KnowledgeBecome An Expert

GO FASTER

Make Better Decisions

$2K/Month

___ DAYS @ ____ YOUR DAILY RATE

$74K + YOUR TIME = _____________ $9,500 = LAT INSTITUTE MEMBERSHIP

REFERENCE MODEL – ENGAGE LEADERS

Strategic

Value-adding

Early Stage

DIMENSION – LEADER ENGAGEMENT (Leaders As Teachers)

Beginner

• Leadership competencies include developing others but performance is not closely monitored or measured. • Leaders serve as coaches to direct team members and participate in informal mentoring programs but commitments are inconsistent and learning outcomes are not measured.

• No formal program or structure exists to develop leaders as teachers. • Little or no accountability for developing other leaders.• Participation in formal learning programs is more about communication than aligning strategies through learning.

• Leaders integrate their personal points of view and experiences teaching. • Leader-teachers create a common vocabulary and help to sustain critical business initiatives across the enterprise. • Formal programs are in place to train and certify leader-teachers. Development for emerging leaders includes teaching other leaders. •Leaders evaluate talent in succession plans.

• Company culture values teaching and learning, and leaders are passionate about developing others. • The leader-teacher approach is a key tool to refine strategies and improve alignment with operating plans. • A continual exchange through teaching improves organization agility. Formal measures track development and retention of key talent as a corporate asset and leaders are held accountable. • Leaders devote significant time to development activities.

REFERENCE MODEL – ENGAGE LEADERS