“From the Top”: Trends in Leadership Development and Learning Contact: 914.282.9162; hrg83@msn.com Thank you to ATD for hosting this conversation and to Ryan Curran for extending a personal invitation Harris R. Ginsberg, Ph.D. Connecticut Chapter, ATD East Hartford, CT, June 11, 2015

“Leading in the New World of work” “In today’s competitive business environment and rapidly evolving world of work, organizations must Continuously develop a robust portfolio of leaders who are ready to engage employees, Push forward growth strategies, drive innovation, and work directly with customers. Companies that fail to invest continuously in the leaders of tomorrow may find themselves falling behind their competitors.” Earlier in 2015, Bersin published their Global Human Capital Trend report. It is striking that their findings resonated for many of us who were inside Fortune 100 companies at the time. Create a pipeline. Leaders worry about their legacy in establishing companies that will last and weather fiscal storms Align with GROWTH, INNOVATION and CUSTOMERS Invest in developing; it doesn’t happen through hope, faith and prayer. The comments I will make are based on my experience over the last 30 years in corporate America and from more recent conversations at the Conference Board and SIOP events on leadership and organizational capability in April and May. Source: Bersin Global Human Capital Trends, 2015 Contact: 914.282.9162; hrg83@msn.com

Ultimate Goal of Talent Development Establish a robust pipeline of talent to lead the organization over the course of the next decade or longer Ensure the right talent is in place for the right opportunities at the right time. How many of you report into a Talent Management or Talent Development team? How many of you consult to professionals in those disciplines? How many of you would agree that the ultimate goal of talent development is ensuring leaders are ready to take accountability and assume responsibility for future of the enterprise?

Defining the Conversation Leadership Capability Changing Markets Learning Design What concerns large global companies about leadership capability? How are companies redefining their approach to identifying and developing leaders for the future? What are the trends in the learning experience of future leaders? What outcomes are most desirable? Our topic today concerns the ability of learning organizations to meet the needs of three constituencies Learners The organization today The future of the organization tomorrow Learners learn differently Organizations strive to pare back or rebalance their investment Face-toi0-face learning costs exponentially more than self-paced learning Linked in just bought Linda.com and we will see more consolidations and Learning-on-Demand on the web and in the enterprise. Harvard Manage Mentor released a mobile app to appeal to “learning at your fingertips”. When we introduced it at Pfizer, the regions (specifically EMEA and AP) immediately accessed learning content on their cell-phones. User-ship jumped significantly on mobile (not on PC-based application).

Forces of Change Global Markets Global Workforce and generational factors Social Media Changing nature of Work Changes in learning methodology, applications, and outcomes Pressure on HR to partner effectively with the business So, what is prompting change in leadership learning? Global Markets… the consumer drives the experience, wanting immediate information, best pricing, most effective and accurate information Global Workforce and generational factors; the face of the workforce changes globally…. China, India, emerging economies; developed world, generational differences and demands on organizations (explicit or implicit) Social Media … changes the speed and distribution of information Changing nature of Work; service jobs, manufacturing jobs, off-shore, on-shore, outsourced, knowledge worker Changes in learning methodology, applications, and outcomes: on-demand, synchronous, asynchronous; university and college learning modalities change to meet the styles of students who then look to continue learning in the workplace as they did in university; collaborative projects, global projects, autonomy Pressure on HR to partner effectively with the business: HR has demanded a seat at the table. In many organizations, that battle has been won… now the question is how HR delivers business value to their organizations and enable their teams to step into and deliver results in more consultative roles. No longer a question of skilling up, now its about demonstrating the competency. Contact: 914.282.9162; hrg83@msn.com

A Context for Talent Management: A Talent Lifecycle Recruit/Hire Internal and external recruitment Selection process Onboard Orientation Assimilation Identify/Grow Talent planning & calibration Succession Development Retain/Shed Promote Separate Engage/ Include Town halls Communications, Leaders teaching leaders Communities of Practice Diversity Train/Develop IDP Learning Mentoring Coaching So, lets take a look at a mode that helps put learning into context… learning is evergreen and occurs at many pinch-points in an employee’s career. What is learned may differ. But the act and process of acquiring skill, upgrading capability, and developing others is an ongoing journey

Key pivot points for talent development to impact success? Career Stage Onboarding Career Stage First Level Manager Career Stage Manager of Managers Career Stage Leader of Leaders Career Stage Enterprise Leader Transition to Managing Others Transition to Managing Managers Transition to Senior Leader Transition to Leader of Leaders Transition to Colleague Senior Leader Manager Colleague Key pivot points for talent development to impact success? And there are predictable points on an employee’s career where investment in learning is key otherwise they implode or miss a critical :”turning point” where they are responsible for a different set of outcomes than in their prior roles. If the don’t adapt, they are ill-suited for their role and need re-training or re-deployment. For most organizations, the models on these charts helps identify two major thrusts of learning today and in the future. Invest in two groups Those making transitions Those who maintained sustain the engine of profitability for the organization One is HIGH-TOUCH, the other is LOW Touch/HIGH Tech One costs $1000s and the other $100’s Everyone deserves learning, growth and opportunity; yet the extent and depth will vary. For those in transition, upon whom the organization depends for the welfare and performance of larger teams, they likely require r=greater investments… some in formal learning, but often in experiential learning that takes advantages of their fears ad mistakes, helps them self-reflect, self-correct and rise to a higher level of leadership sophistication and expertise. *The Leadership Pipeline: How to Build the Leadership-Powered Company Charan, Drotter, Noel` 7

Designing Around Experiences: more than action learning projects 70% Experience Internal and External R&D Investor Relations Government Relations Meaningful outcome-based project We in the learning and development space claim that learning occurs through three large categories (based on a study at the Center for Creative Leadership that was a breakthrough in the late 1980’s. Today, experts question the real distribution of learning outcomes. It is true that learning occurs in three ways, but it is more likely that formal learning occurs at 20%, Social learning occurs at 24% and experiential learning at 56% (plus or minus 3%) Nevertheless, organizations have generated lists of examples for managers and employees to se in development planning; look at the Lominger or DDI guidebooks and there are hundreds of examples of how people can learn through various generic experiences. I firmly believe that the best way to generate ideas for learning on the job and from interactions with others is to observe what happens naturally in one’s daily work. For learning professionals, as they design, the best opportunity is to look at adjacent spaces. At IBM, I leveraged Marketing, Communications and other staff functions who often “owned” activities that offered substantial exposure and learning opportunities. At ADP, working with the leaders of the organizations often generated real action planning projects; not many senior leaders will reject an offer of 25 high-potential leaders from across the enterprise to solve a problem or scope an opportunity. At Pfizer, I partnered with Corporate Social Responsibility, Investor Relations, R&D, Communications, and Finance to leverage existing activities that high potential leaders could derive value and insights. 20% Feedback & Coaching Executive Assessment and Coaching CEO and CFO “Unplugged” Mentoring & Coaching Managers 10% Training Media Training & presence Energy Management Simulations and practical application of skills-based learning

Senior Leader Commitment Identify the business case for leadership development Factual; evidence based analytics Succession planning roll-ups Plan a communications strategy HR & Global Talent leaders Business leaders; Advisory Councils Design learning around key business drivers of the future Invite senior leaders to weigh in on the design Establish trusted relations with CEO staff Plan and adapt Leverage existing internal capability and events Coordinate with corporate communications/investor relations calendars Schedule roundtables, breakfasts early I am often asked, how do you get the attention of senior leaders to fund and sustain their interest in development programs. Visibility – Pat Saulsbery at Chase Legacy – JPMorgan, Pfizer, J&J Relevance – Pharma 2020 Alignment – Advisory Councils Food and Cocktails - Nextgen Contact: 914.282.9162; hrg83@msn.com

Questions and Answers Questions? Comments? Sum up

About HRGConsulting HRGConsulting provides solutions to optimize performance of organizations and individuals; we partner with a network of seasoned professionals with diverse expertise and backgrounds to Deliver results-driven coaching that produces business outcomes Provide thought partnership to enhance strategic integrated performance management, individual development planning, learning and development practices and succession management Design, develop, and implement innovative leadership development solutions within the organizational context in which individuals perform real work Contact: 914.282.9162; hrg83@msn.com

Our Services Individual Leadership Executive Coaching and Development Onboarding and Assimilation Executive Assessment Team Optimization Team effectiveness assessment and capability building Alignment of team leadership with organizational impact Organizational Impact High potential and leadership development Large scale change initiatives Leveraging leaders to motivate and engage employees Contact: 914.282.9162; hrg83@msn.com

Background & Credentials Ph.D. in Counseling Psychology at the University of Pennsylvania, minors in Adult Learning (School of Education) and Organizational Behavior (Wharton) M.Ed. in Counseling at the University of Hartford B.S. in Psychology at Union College (Schenectady) Licensed psychologist in NY State. Serves on the Conference Board’s Advisory Board on Executive Coaching and served on the Conference Board’s Talent Management Council. Contributed to Executive Coaching for Results: the Definitive Guide to Developing Organizational Leaders (2007). Taught at the Choate Rosemary Hall School, University of Delaware, Pace University and New York University. Contact: 914.282.9162; hrg83@msn.com

Client List Clients include: IBM Bunge Agribusiness NFL MEAG-NY Benjamin Moore Leadership roles at: Pfizer IBM JPMorgan Chase ADP Inc. UST Inc. Chemtura Citibank Colgate Palmolive Speaking engagements: The Conference Board conferences on Leadership Development: Executive Coaching Society for Industrial and Organizational Psychology (SIOP) Boston University Executive Development Roundtable Society for Human Resource Management (SHRM) Contact: 914.282.9162; hrg83@msn.com