1. Developing Leaders for Tomorrow
EIHRA
March 12, 2019

2. John R. Ryan, President and CEO Center for Creative Leadership
Leadership is like a muscle. The more intelligently you train, the stronger you get.

3. Learning Objectives
Compare and critique existing leadership development efforts with what research shows is most effective
Discuss the topic of leadership skill alignment – are leaders developing the skills followers want?
Examine what is required to get executive buy-in for leadership development
Describe how to integrate Emotional Intelligence into leadership development efforts
Formulate a plan to enhance current leadership development practice

4. Which of the following is the most commonly used leadership development method?
Job Rotations
Executive Coaching
Workshops
Off-Site Leadership Retreats

5. What percentage of HR Managers found workshops to “effective” or “very effective” in developing leaders?
90%
75%
51%
39%

6. Our current leadership development practices are highly effective.
Strongly Agree
Agree
Somewhat Agree
Neutral
Somewhat Disagree
Disagree
Strongly Disagree

7. What Doesn’t Work (Center for Creative Leadership)
Overselling a single workshop or learning module
Not linking leadership strategy and business strategy
Launching leadership initiatives without senior level support

8. Why Leadership Development Programs Fail (McKinsey and Company, 2014)
Overlooking context – one size fits all
Decoupling reflection from real work
Underestimating mindsets
Failing to measure results

9. More Reasons for Ineffective Leadership Development Programs
Designed for ease of operational delivery, not for habit formation (Forbes, 2/2018)
Disconnect between what managers value in the workplace and what is valued by employees (MHS, 3/2014)

10. What about your organization?

11. What Works! (Center for Creative Leadership)
70/20/10
Self-Assessment, Goal Setting (Development and Purpose), Reinforcement and Support
Informing the learning experience with cutting edge research
Tying what is learned in the classroom to key leadership challenges back on the job

12. Experience Driven Leadership Development (Center for Creative Leadership)
Job Assignments
Projects
Stretch Assignments
Executive Shadowing
Cross Company Consortiums
Communities of Practice
Virtual Roundtables
Coaching and Mentoring
Simulations
Volunteerism

13. What Works! (Multi-Health Systems)
Emotional Intelligence Assessments
Executive Coaching
Global Assignments
Formal Mentoring
Job Rotations
Cross Functional Meetings/Projects

14. Leadership and EQ Statistics
Center for Creative Leadership (CCL) - Dr. Marion Ruderman
EQ accounted for 28% of leadership performance
Being centered and grounded
In control of self, aware of strengths and weaknesses, work-life balance, self-aware, composed under pressure, straight forward
Having the ability to take action
Ability to be decisive, don’t give up easily, evaluate and learn from mistakes
Having a participative management style
Good listening and communication skills, put people at ease, build consensus
Being tough minded
Resilient in difficult situations, handle pressure well, confidence
302 leaders and managers – some successful, some not – used Benchmarks.
Centered and grounded – Social responsibility, stress tolerance, impulse control and optimism
Action taking – Assertiveness, Independence and optimism
Participative management – interpersonal relationships, impulse control, happiness, empathy and social responsibility
Being tough minded – self- regard, stress tolerance and impulse control

15. Making Learning Stick Habit Formation Learn, Apply, Reflect
Use coaching – 1:1 or group
Offer reinforcements
Communities of practice
Design for application – flipped classroom
Just-in-time learning

16. Critical Factors for Leadership Development (Howard Prager, Advance Learning Group )
What is your organization like? (Size, culture, growth)
Where is your organization headed? What does it need to get there?
What do leaders need to be able to do to move the organization in the direction it wants to go?
Who are you working with – internal and external?
How can learning and the right behaviors be reinforced, rewarded and measured?
When will follow-up occur and who is responsible?
Why now? What would happen if leadership development didn’t happen?

17. What about your organization?

18. Getting Executive Buy-in for Leadership Development
Organizations that spend a significant portion of their training budgets on developing leaders are 12% more likely to increase revenues (MHS, 2014)
Create an “impact map” and ask “What precisely is this program for?”
Follow up and measure impact
Outcome metrics – promotion, engagement, retention, productivity, sales, cost
If it is observable, it is measurable.
Evidence, not proof!

19. Success Case Method (Robert Brinkerhoff)
What was used?
What results were achieved?
What good did it do? (Value)
What helped?
What got in the way or hindered your ability to apply what you learned?
Suggestions?