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Designing Leadership Development Programs Around a Strong Culture Elaine Biech Arlene McCollum

Designing Leadership Development Programs Around a Strong Culture Elaine Biech Arlene McCollum. What Keeps Your Leaders Up at Night?. Today’s Objectives . Present ASTD’s Model to design a Leadership Development Program (LDP).

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Designing Leadership Development Programs Around a Strong Culture Elaine Biech Arlene McCollum

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  1. Designing Leadership Development Programs Around a Strong Culture Elaine Biech Arlene McCollum

  2. What Keeps Your Leaders Up at Night?

  3. Today’s Objectives • Present ASTD’s Model to design a Leadership Development Program (LDP). • Provide a case study of an organization (OSI) that implemented a LDP.

  4. Today’s Objectives • Discuss actual examples of why to: • Engage leaders. • Align an organization’s drivers, culture, and requirements. • Assess and compare your organization to 6 leadership development success factors.

  5. Envision the Future Lay the Foundation ASTD Leadership Development Process Sustain Progress Design the Developmental Elements Agree on and Articulate an Action Plan

  6. Lay the Foundation Lay the Foundation

  7. Envision the Future Envision the Future Lay the Foundation

  8. Agree on an Action Plan Agree on and Articulate an Action Plan Envision the Future Lay the Foundation

  9. Design the Learning Design the Developmental Elements Agree on and Articulate an Action Plan Envision the Future Lay the Foundation

  10. Envision the Future Lay the Foundation Sustain Progress Sustain Progress Design the Developmental Elements Agree on and Articulate an Action Plan

  11. 5 Phases Lay the Foundation Envision the Future Agree on and Articulate an Action Plan Design the Developmental Elements Sustain Progress

  12. Lay the Foundation Lay the Foundation

  13. Why Leadership Development? Identify Drivers ASTD 2008 Research • Retain High Potential Employees (79%) • Improve pipeline (74%) • Succession planning (65%) • Translate organizational strategy (60%) • Meet changing market needs (60%) • Foster “talent magnet” mindset (55%) One more: McKinsey study showed 22% higher return to shareholders

  14. Outback Steakhouse Inc. (OSI) Background Started in 1988 Over 1500 restaurants worldwide Includes 7 brands Over $2 Billion in Revenue

  15. Outback’s Drivers • Age of executives • Climate for change • Fast growth • Fill a near empty “pipeline”

  16. Authentic OSI Guiding Document Peel back the layers of the onion Take care of people and business takes care of itself/results The litmus test Beliefs People belonging Teamwork, shared goals, common purpose, serve one another Preparing the team Commitments Preparation, Sharing, Quality, Hospitality, Courage, Fun, Balance

  17. Reflections for Results One question for each step in the model Reflect on the questions Help you think about next steps for your organization

  18. Reflection:What are Your Company’s Drivers?

  19. Envision the Future Envision the Future Lay the Foundation

  20. Critical when Looking to the Future • Align the LDP to: • Mission • Vision • Values • Goals • Strategic Plan • Culture • Get leaders involved

  21. Leaders Must Be Committed Time Involvement Energy and enthusiasm Model roles Pro-active Budget

  22. OSI’s Desires for the Future Maintain culture Foundation for ASTD’s model in place Increase bench strength Ensure restaurants in good hands Leaders lead the change

  23. “Success hinges on the bone-deep beliefs of the senior leaders of the organization. Do they really believe that their people can become great leaders?” —Jack Zenger Zenger | Folkman

  24. Reflection:How can Your Company’s Leadership Development Program Link the Present to the Preferred Leadership Future?

  25. Agree on an Action Plan Agree on and Articulate an Action Plan Envision the Future Lay the Foundation

  26. Your Action Plan: Take These Into Consideration • Create a development mindset • 70 – 80% development occurs on the job • Development occurs daily • Begins with the organization’s leaders

  27. Important to Reach Agreement • Beliefs in place • C-Level blessing • Executives interviewed • Executives practiced the process • Summits • Traits defined • Input from all levels

  28. 10 Leadership Traits • Lives the Vision • Promotes Positive Change • Communicates with Impact • Fosters Diversity and Inclusion • Displays Balanced Thinking • Builds Partnership • Develops and Implements Strategy • Drives the Business • Develops Others • Develops Self

  29. OSI’s Actions • Build on successful manager course history • Created an “official” leadership department • Invested time and money • ASTD model • 360 degree feedback instrument • ebb associates inc • LMS • Created support tools

  30. Reflection:What Actions Must Your Company Take Next?

  31. Design the Learning Design the Developmental Elements Agree on and Articulate an Action Plan Envision the Future Lay the Foundation

  32. Competencies All employees Learning levels HIPOs IDPs Eligibility Referrals Selection Formal education Systems alignment Succession management Evaluation, ROI Mentoring/coaching Personal Improvement Daily Experiences Possible Design Features

  33. Integration Into the Familiar • Align with OSI’s Leadership Model • Guiding document • Linked cost effective workshops to operation’s goals • Created self-development tools on line • Self-development tool • “Disciplines of Success”

  34. Reflection:What Design Elements fit Your Company’s Culture?

  35. Sustain Progress Envision the Future Lay the Foundation Sustain Progress Design the Developmental Elements Agree on and Articulate an Action Plan

  36. Sustainability: Make it Better • Monitor • Evaluate • Improve

  37. Sustainment in a Strong Culture • Build on the current culture • Senior leadership on board • Leaders continued to develop leaders • Provided a train-the-trainer for those already in place

  38. Reflection:What will be Critical to Sustain Progress in Your Organization?

  39. Timeline for Building a Leadership Development Program

  40. Estimated Timeline • Lay the Foundation 1 – 10 weeks • Envision Future 2 – 12 months • Agree on Action 3 – 20 weeks • Design the Elements 3 – 12 months • Sustain Progress Ongoing More detailed timeline at www.ebbweb.com www.amcresourcegroup.com

  41. Organizational Readiness AuditYour Job Aid Rate Your Organization Use a Scale of 1-5

  42. Critical Success Factors Future Focused Leadership Responsibility Leadership Quality Results Oriented Value Learning and Development Long-term, Aligned Systemic Approach

  43. Scores Mean. . . • 9 points or more: • Good • You are on your way • Less than 9 points: • Have some ground work to do • Proceed with caution

  44. “The important thing is that organizations take effective action—now! Taking no action will lead to problems with growth and profit in the near future.” —Bill Byham DDI

  45. Elaine Biech ebb associates inc 757.588.3939 www.ebbweb.com Arlene McCollum AMC Resource Group 253.686.4900 www.AMCResourceGroup.com Contact Information

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