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