Scaling Leadership Development Moving from Programs to Process Taavo Godtfredsen, Vice President & Executive Producer, Skillsoft

Scaling leadership development “If leadership doesn’t scale neither will your organization.” Mike Myatt Author, Hacking Leadership Full quote: “If leadership doesn’t scale neither will your organization. When individual leaders, or even worse, leadership teams view themselves as the doers and not teachers, mentors, and coaches, organizational scale is quickly sacrificed.”

Employees are overwhelmed, impatient and distracted. Source: Bersin by Deloitte Research Bulletin, Nov, 2014

Leadership outlook – where’s the bench strength? 40% of leaders say the overall quality of their organization’s leadership is high 25% of HR professionals view their organization’s leaders as high quality Only 15% of organizations have strong bench 46% of critical positions can be filled immediately by internal candidates And, less than half of leaders say that the quality of their leaders is high. Too many invest at the top/hipos and the net result is that less than half of organizations feel equipped with leaders who can immediately fill critical positions. Are leaders ready to deliver? Source: DDI, Global Leadership Forecast 2014/2015

Developing leaders at all levels is important but not being implemented. 83% of organizations cited that targeted development for all leader levels is important or very important. Yet only 5% have actually implemented solutions for all levels. Even organizations with well-functioning solutions identified their mid-level leader solution and individual contributor leader solution as least effective among all levels. Considering the broad span of control of most mid-level leaders and the volume of individual contributors with high potential to move into supervisory positions, it would serve organizations well to focus dedicated time and resources to growing the effectiveness of the solutions for these two leader levels. 71% of organizations said their leaders are not ready to lead their organizations into the future. Source: 2015 Brandon Hall Group State of Leadership Development

The mindset gap KNOWING DOING Not only is there limited time but there is often major gap between what leaders know versus what they actually do.  For instance, you can put your leaders through a world-class ILT program on effective coaching, but how many, as they operate at a frenetic pace, then make coaching others a regular priority, much less a mindset?  And, taking a broader view, how many other leadership skills erode each year with lack of use?  KNOWING DOING

Continuous Learning and Growth Open-minded/Flexible Leadership Mindsets External Focus Empower Continuous Learning and Growth Employees First Effectiveness Opportunistic Develop People Open-minded/Flexible Collaborative Global Customer First Defensive Control Play it Safe Internal Focus Remain the Same Individualistic Drive People Efficiency Local In 2014, Skillsoft conducted a global Voice of the Leader Survey, which revealed a significant gap between how leaders think and behave today in relation to what is required to successfully meet established future goals. During this survey, respondents were provided with a list of 20 possible leadership mindsets. Take a look at this list. Which three mindsets do you believe are most important or necessary to meet your organization’s objectives in the next three to five years? Source: Skillsoft Voice of the Leader Survey, 2014

Continuous Learning and Growth Open-minded/Flexible Which leadership mindsets are needed most to enable your organization to meet goals over the next 3-5 years? External Focus Empower Continuous Learning and Growth Employees First Effectiveness Opportunistic Develop People Open-minded/Flexible Collaborative Global Customer First Defensive Control Play it Safe Internal Focus Remain the Same Individualistic Drive People Efficiency Local Source: Skillsoft Voice of the Leader Survey, 2014

Continuous Learning and Growth Open-minded/Flexible Which of these mindsets are shared by your leaders today? External Focus Empower Continuous Learning and Growth Employees First Effectiveness Opportunistic Develop People Open-minded/Flexible Collaborative Global Customer First Defensive Control Play it Safe Internal Focus Remain the Same Individualistic Drive People Efficiency Local •Are the mindsets being cultivated through your leadership programs and processes actually align with how your leaders are thinking and behaving currently? •Is there a difference between the mindsets of your senior and frontline leaders? •Is there a strong correlation between how your leaders think and behave and your key business drivers? Source: Skillsoft Voice of the Leader Survey, 2014

Learner value and investments are often misaligned Much of the value of learning comes from pre-work and follow-up, but most organizations invest disproportionately in the event itself. Learning’s Value to the Learner* Pre-Work: 26% Event: 24% Follow-Up: 50% Investment Proportion** 10% 85% 5% * Dr. Brent Peterson, CEO of The Work Itself ** Zenger Folkman estimates/ The Promise of Phase 2 by Jack Zenger, Joe Folkman and Robert Sherwin, T&D Magazine

Skillsoft Core Philosophies This is foundation for why the leadership solutions group at SS was formed. We are committed to these three philosophies in all our product initiatives Leaders at all Levels Best Minds in Business Continuous Reinforcement of Learning

GE’s Global Mindset Certificate Program   On-demand tools and resources to help enhance your strategic capabilities… and your internal resume.   “For GE employees, having a global mindset – including the ability to navigate a matrixed environment and work collaboratively with diverse teams around the world – is essential,” notes Greg Druckman, Global Learning Technology Leader.  “We’re launching the Global Mindset Certificate Program to provide employees with easy access to tools and resources that will help them be more effective today and in the future,” Greg explains.   Each participant will receive a certificate for every module completed, and an award for completing the entire program.   

Continuous Leadership Journey A 12 month guided solution delivers a high impact and time efficient learning process into the workflow of any busy manager. Skillsoft curates video and book summary content Content delivered monthly Calendar reminders prompt participants to access insights Topics, content and templates can be updated to each organization’s needs Skillsoft Services team implements the program to ensure successful implementation The Continuous Leadership Journey is based on a 12 month process. We’ve curated 12 topics by leader level – Frist Time Manager, Mid Level Manager and Senior Leader. Leaders are delivered a set of curate content each month. The topics are carefully selected based on the importance to the organization and your role. All include an activity that aligns to the content/topic an allow for learners to immediately apply the learnings on the job – immediate application.

What Leaders Are Saying… Turning Leaders into Teachers – Scalable Impact Each month I try and watch/read all the info as soon as possible. I then try to reference it during my visits with GMs either as a tool for them or if they have used something with their team. A Tool for One-on-One Coaching I have been working with one of my managers… who was struggling with how to lead their team. I asked the manager to read through the abbreviated books and report back to me on what they learned … to help lead their team. The results have been visible with the manager involved as well as the team they lead. The Importance of Continuous Learning I open up the video offerings and again realize that the short videos are quick lessons that provide long lasting returns on a brief investment of time. I’ve learned that you can’t just listen to one or two lessons and expect them to change who you are, you have to continue to get through the full library of short lessons and allow them to be the building blocks of a solid foundation for growth. If you think about to earlier discussions about how the Welch Way takes the best of elearning and the best of ILT… While the content works for self-paced for individual learning, we’ve found that a more prescribed cohort-based implementation can also be beneficial to many organization. Using this approach, we recommend breaking the audience into smaller groups, which we call cohorts, who go through the program together and meet, say biweekly, to discuss what they’ve learned and how they’ve applied it on the job. This is a key component to driving accountability. Many of us have experienced learning that we skimmed, or joined a call in which we did not participate. With small cohorts, or even triads – groups of 3, each learner has to participate in the discussion. With the way our discussions are structured, you must have consumed the content and then applied it on the job to share your story. We find this is not only incredibly effective, but more engaging as well.

The Leadership Advantage Solution Focused resources targeted at 41 key foundational workplace competencies Compelling content from renowned thought leaders Multiple modalities including video, simulations, books, and application tools, live events Convenient two-hour “must know” experience Easily supports blended learning programs, performance support. Most assets digestible in 3-5 minutes GC Bring up the live demo of Advantage – keep it short

Capgemini: Facilitated Virtual Learning Journey Framework Measurement 80% applied learnings within 6 weeks 94% cost savings over ILT 100% experienced a skill gain

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