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ExecutiveTraining andDevelopment
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Why executive training and
development
Research that profiles:
Current state
Impact on organizations
Common barriers to effective
implementation
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Why executive training and development
Era of managingsiloed functions,
conducting isolated, disparate activities
is fading ...
Being replaced with more collaborative and
team-based planning and development
that is tied to business strategy
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Definition of key terms
Executive: a person or group of personshaving administrative or supervisoryauthority in an organization
Executive Development: any activitythat cultivates the skills andcompetencies of a current executive, oran up-and-coming leader within anorganization
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Definition of key terms
Traditional Executive Development: oftencarried out via periodic leadership training
events, or as ad hoc training for specificpurposes/skills development
Non-traditional Executive Development:
features experiential learning over extendedperiods and includes activities such asmentoring, coaching and peer meetings
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In the past, it was typical to:
Join an organization early in their career
Work up the corporate ladderAssume positions of leadership in a
stable operating environment
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New environment:
Significant workforce cuts
Product and demand uncertainty
Middle management roles werelargely reduced and eliminated
Web-based products and
organizations demanded a fasterturnaround of effective and morecreative leaders
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Change in leadership environment androle of executives
Required to manage a leaner workforce
Have to devise new approaches
Operates within a cautious environment
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Change in leadership environment androle of executives
Must be prepared to address an evolving set
of internal and external challenges
Have shorter tenures
Opportunity to develop bench strengthcompromised
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Current leadership environment
Leadership transitions demonstrate theimportance and urgency of effective
executive development.
Organizations with a strong executivedevelopment core and focus on
effectively developing leaders are
able to excel as their counterpartsstruggle to understand what steps to
take next.
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Executive Development and
Organizational Impact
Organizations recognize the value of
developing better leaders and increasing
bench strength of executive talent
How to effectively do executive
development?
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Executive Development and
Organizational Impact
Traditional executive development
relied upon periodic development events:
ClassesWorkshops
Speakers
Seminars and/or retreats
Characterized as more static learning
opportunities
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Executive Development and
Organizational Impact
Event-based activities can be useful
but may not create lasting behavior change
if not coupled with some mechanism for
continuous follow-up and practical
application.
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Executive Development &
Organizational Impact
Non-traditional approach
a hybrid model of event-based activities in
addition to immersive active-learningexperiences that are conducted over
extended periods of time and reinforced
with current, topical organizational
challenges
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Executive Development and
Organizational Impact
Non-traditional activities:
Internal peer group meetings
Regular cross-functional team meetings
Mentoring
Custom-designed development plans
Executive coaching
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Executive Development and
Organizational Impact
Non-traditional activities:
Peer group meetings with leaders from
non-competing businesses to shareknowledge and best practices
Internal leadership meetings facilitatedby an outside agency or consultant
Rotational assignments to expose leadersto various department and functions inthe organization
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Defining Traits: Leadership
Alignment
Culture of cohesion, collaboration, and
cooperation at the top of the organization is a
defining aspect of executive interpersonal
behavior and success.
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Defining Traits: Leadership Alignment
For a team to be successful, it must:
be a real team, not a team in name only
have compelling direction for its workhave an enabling structure that facilitates
teamwork
operate within a supportive organizationalcontext
have expert teamwork coaching
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Direct link to business strategy
Aligning or linking executive development
activities and goals with the business
strategy
A synergistic approach is rational and
practical because leaders are developed
according to the strategic needs of the
organization
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Non-traditional vs Traditional techniques:
Frequency
Non-traditional development activities:
Internal peer group meetings 86%
Regular cross-functional team meetings 82%Mentoring 67%
Custom-designed development plans 65%
Executive coaching 60%Peer group meetings with leaders 58%
Internal leadership meetings 56%
Rotational assignments 38%
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Non-traditional vs Traditional techniques:
FrequencyTraditional development activities:
Leadership retreats 67%
Off-site seminars/speakers 67%Workshops
64%
E-learning/Online Training 59%Classroom training 56%
University/Advanced Degree program 33%
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Non-traditional vs Traditional techniques:
Effectiveness
Most effective development activities
Mentoring 91%
Workshops 86%
Regular cross-functional team meetings 86%
Executive coaching 86%
Internal peer group meetings 82%
Custom-designed development plans 80%
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Non-traditional vs Traditional techniques:
Effectiveness
Lower-rated development activities
Rotational assignments 79%
Leadership retreats 79%
Classroom training 79%
Off-site seminars/speakers 76%
Peer group meetings 76%
Internal leadership meetings w/consultant 75%University/advanced degree programs 72%
E-learning/Online Training 72%
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Non-traditional techniques build skillsfor executives
Soft and hard skills
Skills to handle unknown challenges,creativity, divergent thinking, interpersonal
abilities and communication as well as
legal, financial marketing and managerial
skills
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Measuring executive development
Tendency to use observational rather
than metric-based validations to measure
the effectiveness of their executive
development programs
Incorporate evaluation metrics to monitor
progress of development activities and
drive improvements where necessary
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Key BarriersDo not have a structured approach to
executive development
Participate in training on an as-neededbasis
Lack of funding
Inadequate ROI measurement
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Key Barriers
Executive development has to
continue evolving from an ad hoc
practice to a more structural,
comprehensive strategy that is ideally
folded into the organizational
business strategy to be most effectiveand successful.
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Conclusion and Recommendations
The accelerated speed at which change isoccurring with the heightened complexity of theseissues, requires a shift in leadership culture and an
emphasis on collaboration to effectively addresscurrent and anticipated challenges.
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Conclusion and Recommendations
Effective executive development is not based onconducting isolated, infrequent, disparateactivities.
Key elements need to be in place and workingcohesively to impact development.
The leadership culture of an organization has tobe collaborative and aligned with the guidingbusiness strategy.
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Conclusion and Recommendations
There are benefits in relying on non-traditionalactivities that feature collaborative techniquesto accentuate critical thinking and theexchange of ideas while traditional means ofdevelopment are also beneficial.
Use both types!
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Conclusion and Recommendations
Executive development programs and
strategy need to be further developed to
include more concrete frameworks and
metricsso improvement can be moreeffectively tracked and measures.
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Conclusion and Recommendations
Future executives will be developed
according to an approach that emphasizes
teamwork, critical thinking and the ability to
improvisein the face of a shifting set ofchallenges.