(From Canadian HR Reporter) — i4CP sent a newsletter recently commenting on the need for “integrated” to be added to the term “talent management” in order to update it and make it more powerful as they suggest in a new book. They mention the number of providers in the area changing names – StepStone Solutions to Lumesse and PeopleClickAuthoria to PeopleFluent. It sometimes seems as if every update of strategy requires a new name, though the new ones sometimes don’t seem much more enlightening than the old. It got me to questioning the use of the term talent management itself. I have always taken it to be an umbrella that takes in finding, recruiting, orienting, developing, managing and tracking performance and then moving people up through effective succession planning all the way through their careers. That definitely calls for integration of many HR functions and beyond, since line managers have to be central in many of the pieces – from supportive coaching on the development side to career planning conversations with individuals. They are definitely needed for effective succession planning discussions among groups of managers so everyone agrees on how to rotate people through progressively challenging assignments across different divisions to season their leadership knowledge and skills. Read more.
Perhaps the most important ” Big Skill” is leadership. It certainly is the Big Skill to which I have put the most personal research, captured in the below diagram from page 9 0f this Learning Circuits article ( email me if you want a copy of the chart as a nice powerpoint slide, quite small filesize-wise, and where everything is actually readable). Leadership is the ability to get people to do the right work. Leadership connects actions to results, and sometimes even changes the metrics of success. The challenge of over-simplifying leadership can be summarized in this typical example. Many organizations in their leadership mission say they value innovation. But do they mean/measure/reward: How does your organization teach/nurture/identify leadership? And how does it define it? By the way, this past post has a chart that shows how I believe most organizations roll out leadership training, and perhaps most Big Skills.
As summer approaches, there are a number of good books you may want to consider that will not necessarily make the top 10 lists but that will provide food for thought. These books are not mysteries, psychological thrillers, romance novels or historical fiction. These are books that offer keen insights into leadership and management challenges, which on a day-to-day basis can bring their own dramas, twisting plot lines and, in this city, political intrigue.
(From PRWEB) — Emotional intelligence has been called a “soft skill” but research shows that it delivers bottom-line business results. That’s the core message of a new white paper from The Glowan Consulting Group. The complimentary white paper is titled Applying Emotional Intelligence: Why Successful Leaders Need This Critical Skill. The quality of emotional intelligence is defined as having the ability to understand, manage and respond effectively to one’s own emotions and the emotions of others. A key benefit is that it helps business leaders create a work environment where people at every level are collaborating and aspiring to do their best work. For example, at PepsiCo, those executives identified as emotionally intelligent generated 10 percent more productivity and added nearly $4 million in economic value. These and other success stories populate the new Glowan paper. “The best, most successful leaders master their own states of being before they try to lead others,” says Marc Michaelson, co-principal of Glowan Consulting. “They know with great clarity and conviction who they are and what they believe… they can calmly navigate the growing complexities of today’s global business environment and inspire their employees at every level.” Read more.
The Washington Post has an ongoing series of articles and opinion pieces about leadership. Given that we are busily working on The ASTD Leadership Handbook, edited by Elaine Biech, today’s guest insight by Matthew Stewart, a former management consultant– The Seduction of Leadership Gurus–caught my eye. After all, our book has an impressive lineup of leadership gurus, including Jim Collins, Jack Zenger, John Kotter, Dave Ulrich, Norm Smallwood, Ed Cohen, Len Goodstein, Ed Betof, and Bill Gentry (to name a few who got their chapters in early), so should we be looking at some racier covers to capture their seductive qualities? No? Oh well. Too bad. It coulda been fun. Anyway, in his piece, Stewart talks about four lessons he’s learned from reading the leadership literature that render the whole concept of leadership literature problematic: If I understand his overall point correctly, he is saying that leadership literature tends to focus solely on the individual as great leader and fails to look at the entire system that creates the incubator for great leadership. Thus the reader may get some interesting stories and inspiration from leadership books and seminars, but doesn’t get a blueprint for creating an environment that will allow great leadership to flourish. These are some of my general reactions to Stewart’s piece: Anyway, these are just a few of my thoughts about leadership literature and Stewart’s article. I have more, but am not yet fully able to articulate them. I’d like to hear what you have to say about the subject though!
Pittsburgh, PA (Vocus) August 11, 2010 — Development Dimensions International (DDI) has launched the Global Leadership Forecast 2010-2011. The Global Leadership Forecast will examine how the economic downturn has impacted confidence in leadership, how leaders are dealing with transitions into new roles and the relationship between leadership practices and bottom-line performance. This year’s study features a special section on innovation from Gary Hamel’s The Future of Management. “This year’s Forecast pushes inquiring minds further by asking not only about satisfaction with current leadership practices, but what is needed in the future to be successful,” said Jazmine Boatman, co-author of the study. Read more.
(From DDIWorld.com) DDI, Stoke Poges, 21st July 2010: Global Talent Management Consultancy, Development Dimensions International Ltd (DDI), has launched its Leadership Forecast 2010/2011, the definitive study of leadership trends across the world. The Leadership Forecast has been launched in collaboration with the Chartered Institute of Personnel Development (CIPD) and aims to evaluate how the economic downturn has impacted confidence in leadership and how leaders are dealing with leadership transitions. It will also examine the best-in-class strategies for selecting, promoting and developing tomorrow’s leaders and compare information from other countries. In addition, it aims to examine the relationship between leadership practices and company performance. This will be the sixth Leadership Forecast, spanning twelve years and since the last report, the world economy has seen turbulent times. Steve Newhall, managing director of DDI UK comments: “In our last survey, we saw how far leadership development efforts had closed the gap between expectation and reality. And we saw what, in the mind of leaders themselves was working and what wasn’t. That study was conducted right before the economic crisis hit and it will be fascinating to see how it has affected leadership in the UK and around the world. Leaders have been through challenging times, many are operating in a completely new reality and will have had to adjust to totally different organisational priorities. To see how the global recession has affected learning and development strategies for our leadership teams will be immensely valuable.” HR professionals and senior managers are invited to complete the survey at www.ddiworld.com/leadershipforecast. Organisations that can encourage 30 non-HR leaders to participate will receive a free customised company report comparing their organisation’s data to local and global norms.
Organizational focus on succession management will continue to grow as a result by the limited and narrowing skilled labor market, according to recent research by Aberdeen Group, a Harte-Hanks Company (NYSE: HHS), underwritten by Development Dimensions International (DDI). How Best-in-Class organizations address the pressures of a tightened labor market, as well as the results they’ve achieved by doing so, are highlighted in the new benchmark report by Aberdeen Group, Succession Management: Addressing the Leadership Development Challenge. Aberdeen revealed that the foundation of an effective succession management program lies in a solid competency framework as well as a standardized performance management process. In fact, organizations that achieved Aberdeen’s Best-in-Class designation for this study are 45% more likely than all other organizations to have clearly defined success profiles (knowledge, experience, competencies and personal attitudes) for key positions. “When it comes to identifying high-potential talent, it is critical to evaluate their performance equally,” said Jayson Saba, senior research associate, human capital management at Aberdeen. “Viewing succession candidates through the same looking glass allows organizations to compare apples to apples and make better decisions for selecting leadership candidates.” Moreover, this research highlights the importance of establishing accountability at the management ranks for ensuring a qualified leadership pipeline. To this point, Best-in-Class organizations are 62% more likely than Laggard organizations to have a systematic process where senior managers regularly review the performance and progress of high-potentials enrolled in development programs. According to Kevin Martin, Aberdeen’s vice president and principal analyst for human capital management, “this research compliments and reinforces research we’ve conducted across other elements of talent management, specifically performance management and learning and development, where we see Best-in-Class organizations view employee development more as a collective effort rather than an individual’s sole responsibility”. The research also found that integrating succession data with other talent management elements has yielded great benefits in terms of workforce knowledge management. Best-in-Class organizations are more than twice as likely as Laggards to integrate succession data with performance management and learning and development applications. Saba added, “Integrating talent management data provides organizations more visibility into the development of high-potentials and improves their decision-making ability when it comes to determining promotion readiness.” Read more.
NEW YORK–(BUSINESS WIRE)–“Talent management and succession planning are more critical during tough times to avoid talent shortages when the economy improves” says Darleen DeRosa, Managing Partner of OnPoint Consulting. Rather than slashing budgets, Dr. DeRosa suggests five strategies: Companies that invest in talent will be better prepared to take advantage of the upturn when tough times are a thing of the past.
We’ve spent five parts of this series discussing how to develop a leadership handbook–or quite honestly, any handbook collection. In this, the sixth and final installment, I will give you a sneak preview of the final product. To tease you into watching for ASTD’s Leadership Handbook–a sample table of contents. The ASTD Leadership Handbook included 5 sections and 32 chapters. I have not included all 32 chapters. I. Leadership Competencies II. Leadership Development III. Attributes of Successful Leaders IV. Contemporary Leadership V. Broadening the Leadership Discussion Next Up: Watch for delivery of the final product The next installment is in your hands. Watch for publication of The ASTD Leadership Handbook and let us know what you think…
We’ve focused on the content of The ASTD Leadership Handbook: how to select topics, how to ensure its usefulness, and how to guarantee quality. Let’s turn our attention toward the authors of The Handbook. This Special Opportunity What’s it like to work with the gurus of our profession? Gosh, what can I say? Heady? Exhilarating? Humbling? Daunting? It is for sure all of these. To discuss change with John Kotter in his office at Harvard Square; to question Dave Ulrich about “getting results”; to write a note to Jim Collins; to receive a phone call from Frances Hesselbein; to have Ken Blanchard say “yes” to writing a chapter about ethics and integrity; to catch Bill George between books; to receive the first chapter from Len Goodstein; or to have Jack Zenger respond to an email in less than 12 hours. All of these are electrifying moments of this project-and in my life! I’ve started reviewing the work of these famous authors, and to say reading their chapters is stimulating is an understatement. Wait until you have an opportunity to read the final product! Working With Gurus How do you manage folks with more important things to do than write a chapter for your book? Jim Kouzes, Bev Kaye, Bill Byham, Cindy McCauley, VADM Lockard, and the other authors-these are busy people with others constantly tugging at them. You need to make it easy for them to give you what you need. Clear guidelines helps. Ensure that they are writing about their specialty. Make the job as easy as falling off a log. Don’t ask them to do mundane tasks that publishing requires. Work with their administrative assistants whenever possible for something like turning color figures to black and white. When you receive a booklist with just the books’ names, do the research yourself. Don’t bother them with the details. Create and maintain a communication plan. Touch base regularly and provide information to them as they need it–not in lengthy guidance at the beginning. How do you appeal to a guru’s willingness to work on a project? Build pride in the project. You can do this by ensuring they know how much you want them to be a part of the handbook. For example, I can’t imagine having a chapter about change without John Kotter being the author. Can you? I told him just that-and sincerely meant it. In the end, how do you work with a guru group? I think three things are important: In the end, editing this handbook is exciting. It is the best job anyone could have! I am honored and delighted to have such an exhilarating opportunity in my career. Next Up: A Sneak Preview of the Table of Contents
This series has covered various topics of creating The ASTD Leadership Handbook. How do you get started? What’s more important authors or content? How can you ensure practicality? This week let’s consider how a leadership handbook can be high quality-be the best that it can be. How Can You Ensure Quality? Those of you who know my work, know that quality is extremely important to me. Quality should be high on your list of everything you do-first, last, and everything in between. The Handbook will be written by well known gurus (Hesselbein, Blanchard, and Collins), include topics that are intriguing (“Leading Across Generations” and “Leading in Difficult Times”), and present tools that are practical (surveys, checklists, and assessment plans). This level of excellence must exude quality. As you can imagine the quality question is one that permeates everything that we do with this handbook. Here is our three-step plan to ensure that the practical and exciting content is high quality through and through. Three Steps to Quality To ensure quality, you need to start with a plan. Here are our three steps to quality. Step 1: Set clear guidelines. Like any task, provide authors with clear expectations. Not just the logistics, such as length, font size, and layout, but also what they might cover in their content. Ensure that you are very clear about deadlines and don’t set them too far out. It doesn’t take long to write a chapter-especially if they are the experts, like our authors. Set a short deadline-that is close to their acceptance. Step 2: Start with the best. If you don’t begin with excellent ingredients right from the start whether you are baking a pie, building a house, or writing a book, it is nearly impossible to produce a high-quality product in the end. The authors for The ASTD Leadership Handbook are the best in class. They were selected because they are experts in the topic area they represent in The Handbook. Step 3: Stay organized. Quality is for the reader’s benefit. As I have worked through this project I kept the reader in mind. For example, the reader needs to be able to easily and quickly find things in The Handbook. I planned the chapter topics and then placed them in five logical sections. I ensured that the titles say what the chapter is about. I am working with Tora Estep, my most trusted editor from ASTD. Together we will ensure that every chapter is written clearly and error free. We’ll ensure that you have a reading list if you want to explore more about a topic. And finally, we will create an index that helps you easily locate content. But quality doesn’t end with the publication date. It goes on. The website that will be dedicated to this book provides an opportunity for continuous process improvement-a key to quality. Authors will have an opportunity to update their chapters or the tools they have posted as they discover new and better ideas and processes related to their chapters. As you can see quality is built into The ASTD Leadership Handbook. It is indeed the foundation of this project. Next Up: What’s It Like to Work with a Guru Group? Check back next week for the answers.
Thanks for your comment to last week’s post, Jenn. I appreciate your vote of confidence. We ended last week with a couple of questions: Who would you select to author a leadership handbook? What topics would you select for a leadership handbook? How would you ensure that a leadership handbook was useful? Which Comes First the Authors or the Topics? Let’s address the first two questions: who and what? How do you start a project of this magnitude? Do you select the authors first? Or the topics first? This is one of those chicken or the egg questions. My process is not an “or” but an “and.” That is, I implement an entangled process that considers both at the same time and weaves back and forth, and constantly remaining open to other forces. For example when contemplating the topic of leadership several influential and respected names immediately come to mind: Kouzes and Posner, Jack Zenger, Bill Byham, Ken Blanchard, Bill George, Frances Hesselbein, and others. In addition, several topics immediately come to mind: building a team, strategic planning, ethics, leading change, getting results, leadership development, coaching, authenticity, globally savvy, and women in leadership. When comparing the two lists, you can see there are some immediate matches: Bill Byham and leadership development; Ken Blanchard and ethics; Bill George and authenticity. But who can address the other topics? There is only one person who can be considered for leading change: John Kotter; likewise for getting results: Dave Ulrich and Norm Smallwood; and coaching: Marshall Goldsmith. Now we still have other leadership experts without a topic. Why not let Kouzes and Posner write about what they know best: the practices of exemplary leaders. The same is true for Jack Zenger: the engaging and inspiring leader; and Frances Hesselbein: leading the workforce of the future. Rounding Out the Table of Contents The table of contents is beginning to build. But what about the other topics that we deemed essential? Find the best and most experienced author you can. For example, Len Goodstein has been writing about strategic planning for 30 years or more, and didn’t Patrick Lencioni write a couple of great books about leadership and teams? Remember the Center for Creative Leadership (CCL) has been doing marvelous work about women in leadership for dozens of years. In fact, should ASTD even publish this book without partnering with CCL. After all, look at the “L” word in the name! Nine CCL authors will write six chapters. Well, you get the picture. This is how the Table of Contents for The ASTD Leadership Handbook was born. The end result is 32 chapters by 42 extraordinary authors. The chapters are starting to arrive: six are early, two authors have asked for extensions (that’s okay because I can’t read them all on the due date anyway), and several others have assured me that their chapters will arrive on time. To say that this is exhilarating is an understatement! Next Up: Make it Useful Next week I’ll address what we are doing to make The Handbook useful and practical for you the readers. Post your thoughts and I will work them into my comments.
What is a handbook? How does it differ from a book or compiled work of any kind? What’s it like to edit a handbook and how do you get started? Just over a year ago ASTD, released The ASTD Handbook for Workplace Learning Professionals.It introduces nine learning and development sections from assessment to evaluation, incorporating contemporary topics such as technology-enabled learning. Each of the chapters is written by a respected leader in the field who specializes in that topic. For example, who better to write about learning in the classroom than Bob Pike? The handbook, which I edited, also features several luminaries in the Workplace Learning and Performance (WLP) profession; some of them are the practitioners and the implementers of the content. One of the luminaries, for example, is Bill Wiggenhorn, the creator of Motorola University. A New Handbook is on Its Way ASTD will publish another handbook: The ASTD Leadership Handbook, which will be available in September 2010. I will also edit this volume and thought it might be interesting and fun, over the next couple of weeks, to explore what it takes to create one of these volumes. I’ve written a number of collected works and a handbook is the most significant type in this class of books. What makes a handbook special? Its name alone implies that it will be written by respected authorities of the topic. You also expect a handbook to be a collection of chapters that are related, yet unique in content. As the reader you must believe that you will be able to turn to the handbook to find the most accurate as well as useful answers to a variety of questions about the handbook’s topic. As a reader who decides to invest in a “handbook,” you have high expectations. First of all, the price alone contributes to these expectations, since handbooks are often two or three or even four times the cost of most other hardcover books. The editor must interpret and deliver on these expectations to make it worthwhile. A handbook must be authoritative, complete, and useful. Authoritative. A handbook must be written by authors whose work you respect and trust. When you pick up The ASTD Handbook, you hold over 2000 years of experience within your hands. You know the authors. You’ve read their work and have depended on their theories and concepts for years. Who would you select to be in the next handbook, The ASTD Leadership Handbook? Complete. A handbook must be fundamental to the subject. Readers have an expectation of key topics that should be covered about the handbook’s theme. The ASTD Handbook, for example, covers essentially everything you might name in the WLP field. If you were editing The ASTD Leadership Handbook, what topics would you include? Useful. A handbook by its very nature is written by gurus who have conducted research, identified theories, and produced volumes of knowledge on a narrow subtopic. Most of you, however, are too busy to unravel the entire string of research content. You want the nuggets of information, the how-to, and the go-do advice. You want answers to question and implementable ideas. If you were editing The ASTD Leadership Handbook, how would you make it useful? The editor’s job is to ensure that the handbook delivers the value that you, the reader, expect. The editor must ensure that the handbook: Next Up: Who, What and How? I hope you will submit your ideas this week. Check back in seven days and I will give you a sneak preview of ASTD’s next handbook.
(From UNC Kenan-Flagler Business School) — This whitepaper examines the knowledge, skills and abilities business leaders must have to ensure the continued success of their organizations in today’s competitive global marketplace. It will introduce HR and talent management professionals to a four-step process taught at UNC’s Kenan-Flagler Business School to improve leadership skills and to create a leadership culture within organizations. Read the whitepaper.
A recent article in the Wall Street Journal discussed the urgency of leadership training in today’s economy. According to the article a lot of companies are increasing their budgets to deal with what they perceive to be a critical problem. The writer states: “Already, some companies say they are finding they don’t have the managers to spearhead new projects or step in for departing executives, a problem as companies try to shift into growth mode.” Feeding Your Leadership Pipeline, a new book by Daniel Tobin published by ASTD Press, is a resource these companies should invest in. And if you’re working for a small- or medium-size company, it should be on your book shelf too. Jim Kouzes says the book is “the most comprehensive, practical, and inviting book on the fundamentals of leadership development.”
(From education.ezinemark.com) Situational leadership deals with the idea that no one is the absolute leader, rather depending on the situation a particular person can demonstrate the leadership qualities that are necessary to deal with it. Situational leadership teaches about flexible leadership. The theory of situational leadership was popularized by Paul Hersey, author of Situational Leader, and Ken Blanchard, author of The One Minute Manage; in their book Management of Organizational Behavior. The theory states that there is no absolute method of leadership; rather, it is flexible to the situation. Situational leadership propagates the idea that leadership policy should be sensitive and flexible to the situation. Effective leadership would be based on task and target. The strategy of the leader would also depend upon the team he is leading. It states that ‘nothing is more unequal than equal treatment to unequals’. Read more.
On October 25, the IBM Board of Directors elected Virginia “Ginni” Rometty president and chief executive officer of IBM, and a member of the board, effective January 1, 2012. She will replace Samuel Palmisano, who will remain chairman of the board. In an international company as large and complex as IBM, you may think that this is an insignificant happening from a Learning standpoint. However, because of the deep partnership that IBM Sales Learning had forged with Ginni in her senior vice president role overseeing IBM’s global sales, global strategy, marketing and communications, it is as if a member of our team has ascended to this position of global significance. Over the last 100 years, IBM has transformed its workforce many times, in many cases creating the most vaunted workforce in the technology industry, or any industry, for that matter. Through its Sales Eminence transformation, the Sales Learning team partnered with Ginni over the last three years to transform IBM’s sales force by developing and deploying innovative learning solutions that are broadening and deepening the skills, capabilities and expertise of IBM’s 38,000 sellers, accelerating their productivity and enabling them to deliver exceptional client value and grow profitable revenue. Core elements of the partnership and transformation are a newly developed and deployed T-shaped Professional Sales Model and a redesigned Sales Career Model. The T-shaped Professional Model represents the breadth and depth of the skills, capabilities and expertise that are required of all IBM sellers and sales leaders. The new design of the Sales Career Model simplified sales job roles into three career paths: industry, solution, technical. Developing and deploying these new models were significant accomplishments and could not have been achieved without Sales Learning’s partnership with Ginni, or our partnerships with other areas of the business. For a learning professional, there is no better place to be than partnered at the highest level of the business, aligning with your clients as a trusted ally, contributing as a consultant to short- and long-term strategy discussions and being an integral part of driving business success. After all, partnering is a condition of success for the learning function. But there are perks and perils associated with powerful partnerships. The learning professional that achieves eminence and delivers results knows how to earn and leverage the perks and avoid and survive the perils. In the new year, for IBM Sales Learning, our “partner” will be occupying the corporation’s CEO office, bringing with it new perks and perils for our team. We’re ready for the challenges and the opportunities, as IBM embarks on its second 100 years. Paula Cushing is Director of Sales Learning within IBM’s Center for Learning and Development, a position she has held since 2008. In this role, Paula and team are transforming IBM’s sales learning strategy by developing and deploying innovative learning solutions that are broadening and deepening the expertise of IBM’s 38,000 sellers, accelerating their productivity and enabling them to deliver exceptional client value and grow profitable revenue.
This image appeared in the October 1991 issue of Training & Development magazine. The article compared an orchestra conductor to a manager of the self-directed work team. According to article authors John H. Zenger, Ed Musselwhite, Kathleen Hurson, and Craig Perrin, “What’s called for now is a different kind of manager–more strategic, more collaborative, more faciliatitve, and more responsive to customers, employees, and organizational imperatives.” Sound familiar? The more things change the more they stay the same. Do you have a manager training program in place? What are the critical competencies that managers need to succeed in today’s workplace? For more information about T+D magazine, visit www.astd.org/td.
(From the Huffington Post)–I returned from ASTD 2013 last week full of energy about the future of learning and leadership development, about advances in learning technologies, and about the integration of neuroscience into the process of learning new skills and becoming better leaders in all phases of our careers. It was energizing to be among 10,000 learning and development professionals, and to hear about some of the latest learning trends and thinking from large companies like UPS, thought leaders like Ken Blanchard and Sir Ken Robinson, and see new products and services from vendors at the Expo. Having never been to an ASTD ICE before, I wasn’t prepared for the scale and scope of the conference, and it was a bit overwhelming to try to take it all in. What I did notice were several trends that are impacting how organizations tackle learning and development: Read more
From the ATD 2015 International Conference & EXPO: Recent research into neuroscience, motivation theory, engagement, and well-being are beginning to converge on a new holistic model for leading others effectively.
From the ATD 2015 International Conference & EXPO: Leadership remains the top talent challenge around the world. With a looming leadership shortage upon us, developing leaders is our most urgent talent development need.
From the ATD 2015 International Conference & EXPO: From peer-to-peer leadership, networked organizations, and the demands of Millennials, traditional organizational hierarchy is no longer the norm.
The term of your chapter leadership role often goes by so rapidly, you have little time to think about, or prepare for the future. When that occurs, chapter leadership replacement and succession planning becomes a reactive scramble more than a proactive strategy. And the scramble rarely generates optimal results that support the future vitality of your chapter. Join your fellow chapter leaders in this interactive virtual session to learn more about the everyday practices you can build into your leadership repertoire to live the ABCs of attracting and engaging future leaders.
Susan Fowler presented her session “Motivation Science: Building a Compelling Case for Rethinking Leadership Development,” at ATD 2016 on May 22, 2016. In this segment, she discusses how to help employees build competence.
Susan Fowler presented her session “Motivation Science: Building a Compelling Case for Rethinking Leadership Development,” at ATD 2016 on May 22, 2016. In this segment, she discusses the key to employee engagement.
Susan Fowler presented her session “Motivation Science: Building a Compelling Case for Rethinking Leadership Development,” at ATD 2016 on May 22, 2016. In this segment, she discusses how motivation is a skill.
Susan Fowler presented her session “Motivation Science: Building a Compelling Case for Rethinking Leadership Development,” at ATD 2016 on May 22, 2016. In this segment, she discusses how managers can encourage autonomy in the workplace.
Susan Fowler presented her session “Motivation Science: Building a Compelling Case for Rethinking Leadership Development,” at ATD 2016 on May 22, 2016. In this segment, she discusses how leaders can deepen relatedness.
Susan Fowler presented her session “Motivation Science: Building a Compelling Case for Rethinking Leadership Development,” at ATD 2016 on May 22, 2016. In this segment, she discusses optimal motivation.
Susan Fowler presented her session “Motivation Science: Building a Compelling Case for Rethinking Leadership Development,” at ATD 2016 on May 22, 2016. In this segment, she discusses the three psychological needs of every human.
Susan Fowler presented her session “Motivation Science: Building a Compelling Case for Rethinking Leadership Development,” at ATD 2016 on May 22, 2016. In this segment, she discusses the spectrum of motivation and learning.
From the ATD 2015 International Conference & EXPO: Most organizations have thought about succession planning. Some have something great lined up, others only have plans for a few key jobs, and still others aren’t quite sure where to begin.
From the ATD 2015 International Conference & EXPO: Why is delivering legendary service so challenging in the healthcare industry, and what can we do to deliver on our promises to both internal and external customers?
From the ATD 2015 International Conference & EXPO: In our hyper-competitive world, few people in today’s workplace are working hard to be known as a great follower, but the best leaders began their journey by developing strong followership skills.
In this session the speakers you will hear about Deniz Academy’s success story of adding value to business goals with integrated talent management processes, using examples of onboarding programs, leadership development programs, and others.
Renowned learning and leadership authority Lou Russell explains what it takes to develop leadership skills in others and discusses ideas from Leadership Training (ATD Press, 2015). Learn more at http://www.td.org/LeadershipTraining
Project Management Excellence (PMX) is a cultural transformation using leadership development and project management to enhance already formidable skills to deliver projects. It’s more than technical training; it requires aligning leadership mindsets and building leadership skills across organizational levels, from sponsors to project managers. The mix of leadership alignment, a robust technical approach, and customized leadership development are the heart of creating both high performance and…
Is it possible to create a common understanding of leadership in a company whose employees span dozens of countries, languages, and functions? How do you develop desired leadership behaviors given this diversity?
Out of all the tools available to leaders, storytelling can be the most powerful. Well-crafted stories that are also told well have a way of connecting people to ideas, each other, and a vision of the future they want to make real. From Martin Luther King Jr. to Steve Jobs, great leaders have always used storytelling to improve the impact and uptake of their communications, and in the process, engage and align people around what they need to achieve and why it’s worth achieving. More and more,…
The world of work is rapidly changing due to technology, globalization, and a new generation of workers. In this changing landscape, the ability to identify and develop capable leaders will be key to business success. However, companies are struggling to see what lies ahead and to help potential leaders develop the skills they will need. In this webcast, we will discuss: – What are soft skills, and which ones are in demand for future leaders? – Where can L&D leaders find corporate learning programs for leadership development? – How do you measure the return on investment of soft skills training?
Traditional training methods may no longer meet the needs of today’s leader facing time and budgetary constraints. To address this challenge the speaker’s organization developed a just-in-time budget-friendly leadership development program. The program enlisted 1,200 leaders to access unique online modules, custom-designed internally, to align with the organization’s strategic goals and leadership competencies. Modules are plug and play and require virtually no preparation, so it’s more useful…
This session will introduce the case of Hyundai Motor Group China on developing the human resources development (HRD) roadmap and the leadership training system. The HRD roadmap was built upon as a result of the HRD maturity diagnosis. Defining the current HRD state of an organization, the HRD maturity diagnosis tool gives guidance for enhancing HRD capability within an organization. The tool was composed of three dimensions of strategic human resources development: organizational learning,…
How do we discover and grow new innovations systematically and reliably while still producing the products and services that make money to keep the lights on and pay employees? In short: How does a company remain both productive and adaptive?
One of the biggest challenges for leaders today is effectively engaging teams so that employees can manage change, innovate, and remain flexible. Keeping employees engaged, positive, and focused has a great deal to do with the day-to-day actions and reactions of leadership. Join Karen Hough, CEO of ImprovEdge, for an interactive session on the use of improvisational behaviors as effective leadership tools for employees and organizations. Improvisers manage risk, constant change, and uncertainty…
This session will outline how a multinational company conceived, developed, and executed a global leadership development program that is achieving sustained relevant, compelling, and credible business outcomes.
How do you elevate your leadership development programs to world class? What best practices are needed to ensure that your leadership development initiatives are giving you the return you desire? Why are leadership development programs not effective? Hear what leading consulting firms have discovered about the crisis in leadership development, and learn the steps you can take to ensure that yours don’t meet the same fate. This session shares the five key factors you can take to ensure greater…
From ATD TechKnowledge 2017: Business leaders consider learning and development (L&D), e-learning, m-learning, and LMS initiatives as investments because they call for tangible financial requirements
While the goal of HR practitioners has remained unchanged for decades–improving employee performance to drive the business–today’s learners have different expectations for their development than they did a decade ago. It is clear that the options for design and learning for today’s learners are (literally) not our parent’s learning methods. This dynamic panel discussion and Q&A will be moderated the president and managing principal of ebb associates, inc. You will hear from four…
From the TechKnowledge 2016 Conference: Management often views training efforts as a line expense for a specific period. Rarely is any type of training activity considered an investment, apart from specific tangible elements.
Trust continues to be identified as a missing ingredient in today’s workplace. As surveys show, only a small percentage of today’s workers strongly agree that they trust their leaders. To ensure high levels of organizational performance, leaders need to tackle trust head-on. The key is to demonstrate the behaviors people most associate with trust. In this webinar, Blanchard trust practice leader Randy Conley will show you how leaders can improve the levels of trust in their organization by…
“If only I had known then what I know now about leadership.” The goal for this talk is that years from now this thought will become a thing of the past. Most people become good leaders only after stumbling through new situations, making mistakes, and learning from them. If you attend this webcast you will benefit from several lifetimes of leadership insights, learning from others’ mistakes and positive experiences to cut out a lot of stumbling and pain and accelerate your success as first-time…
We are all familiar with emotional intelligence, but how do we leverage it in our practice as learning leaders and utilize it as a measure of potential leadership success, and ultimately organizational performance? Emotional intelligence (EQ) requires effective communication between the rational and emotional centers of the brain; it represents the path between feeling and reason. The four skills that together make up emotional intelligence include self-awareness and self-management, which are…
How do you prepare the next generation of senior executives in the midst of radical changes to your industry and your customer preferences? In this session, the panel will discuss how a company faced this challenge when it established a new initiative, called the Contour Leadership Experience, for ‘the Next 100’-key talent identified to become successors to the company’s most critical senior roles. Designed for maximum impact, the initiative prepares this group to shape the future of the…
From Learn from the BEST 2016: By helping employees understand and respond to individual behavioral styles, training professionals can provide strategic support to help companies realize their business objectives.
In this webinar, participants will learn how to use the Coach Approach to lead others. In doing so they will learn to apply inquiry-based techniques used by professional business and executive coaches to guide people in solving their own most difficult issues.
There is substantial agreement that the objectives for ideal leadership development include acquiring self-awareness and new skills, accelerating the implementation of these skills, and then following up with long-term sustainment of those behavior changes. During this session, the speaker will take a broad look at leadership development and identify specific content and methodologies that the best organizations use to develop highly effective leaders. He’ll then examine how these combine to…
Developing leaders in your organization starts with knowing your workforce. Implementing the wrong leadership strategy can mean losing time, resources, or even your employees. The Human Capital Virtual Summit: Leadership for Today’s Workforce is the second annual event hosted by ATD to take a deeper dive into leadership’s role in developing talent. This event is focused on the different strategies available to today’s leaders, and how each can best align with their unique workforce to drive…
High-performing teams provide companies with an undeniable competitive advantage. However, teams rarely perform at their full capacity because they are focused on tasks, and ignore the influence of the human operating system responsible for high performance. This webcast will explain your operating system and how to upgrade it for high performance. You will examine how 3Q intelligence is used in concrete situations at work and in daily life.
In this podcast Dr. Christina Barss, director of leadership and learning at Houston Methodist, explains what steps organizations can take to gain senior leadership buy-in, achieve quick wins, and successfully build a strong talent bench.
Talent development at Adobe is a highly tailored effort that thrives on innovation as much as it encourages it in employees. Donna Morris, Adobe’s senior vice president of HR, explains what makes the difference.