TOP TRENDS IN LEADERSHIP DEVELOPMENT SEPTEMBER 26, 2017 GCATD Greater Cincinnati Chapter, Association for Talent Development
TOPTRENDSINLEADERSHIPDEVELOPMENTSEPTEMBER26,2017
GCATDGreater Cincinnati Chapter, Association for Talent Development
Webelieveincreatingmeaningfulworkplaceswhereeveryonecanachievetheirfullestpotential.
LEADERSHIPDEVELOPMENT• Custom Leadership Development Programs• Workshops and Facilitation• Competencies Development• Leadership Development Strategy
TEAMEFFECTIVENESS• Custom Team Programs—Retreats, Training,
Assessments• Team Development• New Leader Assimilation
COACHING• Individual Coaching• Team/Group Coaching• Coaching Skills Training• Outsourced Coaching Partner
Today’sFacilitators
KristaSkidmore,Esq.,SPHR,SHRM-SCPPartner and Co-Founder, FlashPoint
WhatWeWillCover
Toptrendsinfluencingleadershipdevelopmentpractices1
2
3
Recommendationstoimproveleadershipdevelopmentprogramsbasedonthetrends
Toolsthatwillhelpshapeleadershipdevelopmentagendasin2018andbeyond
5TRENDS
Leadership skills must take center stage in the newly
designed organization
TREND#1
Source: FlashPoint, 2017
Trend#1Leadershipskillsmusttakecenterstageinthenewlydesignedorganization
Source: Mercer Global Talent Trends Study 2017
93%ofcompaniesareplanninganorganizationalredesigninthenext2years
Trend#1Leadershipskillsmusttakecenterstageinthenewlydesignedorganization
Move to flatter
structures
Broader spans of control
More decentralized
authority
Source: Mercer Global Talent Trends Study 2017
Calling:A different brand of leader
TREND#2
Source: FlashPoint, 2017
Trend#2Calling:Adifferentbrandofleader
MANAGER
PEERS PEERS
DIRECTREPORTS
Volatility
Complexity
Uncertainty
Ambiguity
Source: Visual Created by FlashPoint, 2017; Term VUCA derives from US Army War College
Trend#2Calling:Adifferentbrandofleader
Capabilitiesthatarerelevantnowandinthecomingyears:
Source: 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age, Deloitte University Press, 2017; Harvard Business Publishing, 2016, The State of Leadership Development; 20:20 Vision: Future Trends in Leadership and Management, Tom May and David Parday, 2014; High-Impact Leadership: The New Leadership Maturity Model, Bersin by Deloitte, 2016
Leader’s Personal Focus Leader’s Team Focus Leader’s Business Focus
• Beflexibleandagile• Thinkstrategicallyandpromoteclarity
• Maintainhighintegrity• Inspireavisionandprovidedirection
• Buildandalignteamsforcompetitiveadvantage
• Driveresultsthroughandwithpeople
• Keeppeopleconnectedandengaged
• Persuade,influence,andpartnerwithothers
• Driveinnovationandcontinuousimprovement
• Promoterisktolerance• Showcommercialacumenandbusinessjudgment
• Managecomplexityandambiguity
Source: FlashPoint, 2017
Trend#2Calling:Adifferentbrandofleader
Talent scarcity remains a top concern for executives
TREND#3
Source: FlashPoint, 2017
Trend#3Talentscarcityremainsatopconcernforexecutives
Source: Mercer Global Talent Trends Study, 2017; 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age, Deloitte University Press, 2017
CEOstodayperceiveleadershipskillsasthenumberoneskillgap
#1 But,whilethegapisrealandknown,mostCEOsandexecutiveteamshaveyettotrulyprioritizeinvestmentsinleadershipdevelopment
Trend#3Talentscarcityremainsatopconcernforexecutives
Source: Harvard Business Publishing, The State of Leadership Development, 2016
BusinessleadersraterelevanceofleadershipdevelopmentprogramsmuchlowerthanL&Dpractitioners
20% 30% 40% 50% 60% 70% 80%10% 90%0% 100%
19% of business leaders view L&D programs as relevant
40% of L&D practioners view L&D programs as relevant
TREND#4
Millennials are the people leaders of today and we
aren’t developing them fast enough
Source: FlashPoint, 2017
Trend#4Millennialsarethepeopleleadersoftodayandwearen’tdevelopingthemfastenough
of Millennials are in leadership positions now and say they are getting little to no development
44%of Millennials report their leadership skills are not being fully developed
63%
of Millennials say their company isn’t developing them generally, let alone for leadership roles
50%
Source: Gen Z and Millennials Collide at Work, Future Workplace and Randstand, September 2016
Trend#4Millennialsarethepeopleleadersoftodayandwearen’tdevelopingthemfastenough
Source: 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age
54%ofcompanies,upfrom33%lastyear,reporttheyhaveexcellentor
adequateprogramsforMillennials
Despite this improvement
ofMillennialsstillfeelleftoutandsaytheirorganizationisnottakingadvantageoftheirskills
28%
Innovate your program design and delivery
methods
TREND#5
Source: FlashPoint, 2017
Trend#5Innovateyourprogramdesignanddeliverymethods
Reinforcement to sustain a leader’s learning isn’t a nice to have, it’s a must have• Leaders must understand why achieving the desired
behavior change is important to them• Leaders must know how to master their knowledge
and skills• Leaders must practice what to apply and when to
apply it
Source: FlashPoint, 2017
Trend#5Innovateyourprogramdesignanddeliverymethods
Development gets more personal • Balance traditional classroom or e-learning models with
other on-demand resources • Provide a good mix of group and individual components
in your program• Bring some choice to your programs, so leaders can
select activities that work best with their learning style, pace, interests, and goals
Source: FlashPoint, 2017
Trend#5Innovateyourprogramdesignanddeliverymethods
Experiential programs and components are on the rise• Leverage more than just the formal methods of
development in your portfolio of leadership options• Provide opportunities both inside and outside of
your organization• Utilize multi-disciplinary and cross-functional
solutions to encourage cohorts to learn from one another
Source:2016 State of the Industry, ATD
Trend#5Innovateyourprogramdesignanddeliverymethods
Mentoring and coaching are just right, right now
Source: Training Budget Benchmarks and Optimizations for 2017, Brandon hall Research Group, December 2016; The 2016 Deloitte Millennial Survey, 2016
Millennialsintendingtostaymorethanfiveyearsare2X aslikelytohaveamentorthanthosenotintendingtostay.
Trend#5Innovateyourprogramdesignanddeliverymethods
Mentoring and coaching are just right, right now• Coaching is more future-oriented, focused, and suited for
all leadership levels. • Coaching is used most commonly to:
o Identify gaps and blind spotso Build self-awarenesso Increase confidence and resilienceo Strengthen critical leadership skillso Strengthen relationshipso Retain top talent
The Conference Board, Global Executive Coaching Survey, 2016
Trend#5Innovateyourprogramdesignanddeliverymethods
Harvard Business Publishing, 2016, The State of Leadership Development
Measurement is still a problem, along with not communicating outcomes• Participant user satisfaction• Pipeline of future leaders• Retention of high-potential leaders• Behavior change
5RECOMMENDATIONS
No matter your jumping off point,
JUMP!
RECOMMENDATION#1
Source: FlashPoint, 2017
FoundationalLeadership
IntegratedLeadership
ScalableLeadership
SystemicLeadership
Source: High-Impact Leadership: The New Leadership Maturity Model, Bersin by Deloitte, 2016
Recommendation#1Nomatteryourjumpingoffpoint,JUMP!
By determining your current state of leadership development maturity, you can set annual targets that will ensure you keep getting better and better!
FoundationalLeadership
IntegratedLeadership
ScalableLeadership
SystemicLeadership
17%
58%
18%
7%
Source: High-Impact Leadership: The New Leadership Maturity Model, Bersin by Deloitte, 2016
Recommendation#1Nomatteryourjumpingoffpoint,JUMP!
Source: High-Impact Leadership: The New Leadership Maturity Model, Bersin by Deloitte, 2016
Recommendation#1Nomatteryourjumpingoffpoint,JUMP!
Source: High-Impact Leadership: The New Leadership Maturity Model, Bersin by Deloitte, 2016
Recommendation#1Nomatteryourjumpingoffpoint,JUMP!
High maturity organizations are more likely to be excellent at business outcomes:
2Xmorelikelytomeetorexceedfinancialtargets
3Xmorelikelytoinnovate
4Xmorelikelyimproveprocesstomaximize
efficiency
5Xmorelikelytoanticipatechangeandrespond
effectivelyandefficiently
+37%higherrevenueper
employee
+9%highergrossprofitmargin
Develop leaders forin-place and next-place
roles
RECOMMENDATION#2
Source: FlashPoint, 2017
Recommendation#2Developleadersforin-placeandnext-placeroles
Source: FlashPoint, 2017
Wheredowemakeinvestmentsandwhatproportionshouldgotodevelopingpeopleintheirroleversuspreparingthemforfuturepromotions?
Recommendation#2Developleadersforin-placeandnext-placeroles
Is“readynow”preventingusfrompromoting“ready-and-able”leaders?
Source: Society for Human Resource Management: Developing the Next Generation of Leaders: Trends and Truths About the Future of Leadership Development, Ian Ziskin, President, EXec EXcel Group, LLC, 20163).
•Noteveryleaderisgoingtobecompletelyreadyforanewrole• Beinginthenewroleispartoftheleader’sjourney
Create an environment that supports and sustains
individual behavior change
RECOMMENDATION#3
Source: FlashPoint, 2017
Recommendation#3Createanenvironmentthatsupportsandsustainsindividualbehaviorchange
Theproblemmaynotbetheprogramsyouoffer,butthesystemandcontextoftheorganizationinwhichtheyareleading.
Ifthesystemdoesnotchange,itwillnotsupportandsustainindividualbehaviorchange.
Source: HBR, Why Leadership Training Fails—and What to Do About It, 2016
Recommendation#3Createanenvironmentthatsupportsandsustainsindividualbehaviorchange
Ways to enhance leadership effectiveness, that are not development focused: • Cleardirectiononstrategy• Cohesivenesswithinseniorleadershipteams• Honestconversationsaboutproblems• Strongorganizationdesign• Leadershiptimeandattentionontalentissues• Obstaclestoeffectivenessopendiscussed
Source: HBR, Why Leadership Training Fails—and What to Do About It, 2016
L&D practitioners must be role models of the new
brand of leader
RECOMMENDATION#4
Source: FlashPoint, 2017
Recommendation#4L&Dpractitionersmustberolemodelsofthenewbrandofleader
• InvestinL&D’sleadershipdevelopment
• EncourageL&Dpractitionerstochangeandevolve
• Allowrisk-taking,agility
RECOMMENDATION#5
Deepen business partnerships
RECOMMENDATION#5
Source: FlashPoint, 2017
Recommendation#5Deepenbusinesspartnerships
Source: FlashPoint, 2017
You’ll know the partnerships are cemented when you:• Knowthereal-timeunderstandingofchallengesleadersface
• Recognizewhat’srelevanttothemrightnow,adaptyourofferingstomatch
• Understandtheytypesofdevelopmenttheybelievewilldrivebetteroutcomes
Recommendation#5Deepeningbusinesspartnerships
Source: FlashPoint, 2017
Programmatic,eventbasedthinking Strategy-driven,measuredprinciples
Sporadic,budget-cycledrivenmindset
Trainingonhottopicsorburningissueswithgroupsofleadersand/orteams
Sustained,long-terminvestment
Holistic,competency-basedfocusonalllevels
Stagnantandoutdatedprograms Innovativeandrelevantprogramsbuiltwiththebusiness
By increasing our influence with the business, we can shift our mindset about leadership development from:
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Krista [email protected]