Preparing "Ready-Now" Leaders

© Development Dimensions International, Inc., MMXIV. All rights reserved. 1

GUIDEBOOK: PREPARING “READY-NOW” LEADERS

4 3

2

1


Between the sheer

number of frontline

leaders needed…

4

3 2

1


and the

difficult transition first-time leaders face…


Between the sheer number of frontline leaders needed

the difficult transition of a first-time leader…

It’s tough to find

the right

frontline leaders to fill

those positions!

© Development Dimensions International, Inc., MMXIV. All rights reserved.

Unfortunately, selection

processes are putting

people who are

into frontline leadership

positions.

NOT YET READY

5


On top of that,

development programs

are not

getting new leaders

to where they need to be.

QUICKLY

6


Where are

organizations

going

WRONG?


Where are

organizations

going

WRONG?

Many organizations: 1. PROMOTE TECHNICAL EXPERTS

regardless of readiness or leadership

skills gaps.

2. LACK EFFECTIVE DEVELOPMENT PLANS

to close skills gaps and drive on-the-job

application.

3. PROVIDE INSUFFICIENT SUPPORT to

frontline leaders’ development.


Where are

organizations

going

WRONG?



skills gaps.



application.

3. PROVIDE INSUFFICIENT SUPPORT to

frontline leaders’ development.


Where are

organizations

going

WRONG?



skills gaps.



application.

3. PROVIDE INSUFFICIENT SUPPORT

to frontline leaders’ development.


Is your

organization

STRUGGLING

with any of these?


Here are

FOUR STEPS

to prepare

“ready-now” leaders


1

STEP

LOOK PAST the technical skills


RESEARCH

DID YOU KNOW ? 31% only

of HR professionals and leaders feel their

leadership selection system is

EFFECTIVE.

?


There are FOUR CRITICAL

requirements for successful leadership:

1. What people KNOW

2. What people HAVE DONE

3. What people CAN DO

4. Who people ARE


When you promote TECHNICAL EXPERTS,

you focus on only two of the four areas:

1. What people KNOW

2. What people HAVE DONE

3. What people CAN DO

4. Who people ARE


whether or not they have the

CAPABILITY

DISPOSITION

to be a leader.

or the


whether or not they have the

CAPABILITY

DISPOSITION

to be a leader.

or the

(Can they really lead others?)

(Do they even want to lead others?)


WHAT CAN YOU DO DIFFERENTLY?

ELIMINATE

promotion blind spots

by utilizing the

right assessment tools.


2

STEP

Get people

on the

SAME PAGE

(ie. the same Development Plan)


Bring the learner

and manager together

to discuss

where to focus development.

EXACTLY

21


RESEARCH

DID YOU KNOW ? 75% more

Best-in-class organizations are

75% MORE LIKELY to have a defined process to

incorporate assessment results into

development planning.

?

Human Capital Management Trends 2012:

Managing Talent to Lead

Organizational Growth, Aberdeen Group


Assessment

Data

23


Informal

Feedback from

Coworkers

Assessment

Data +

24


Ability

to focus

development

on the

RIGHT skills

= Informal

Feedback from

Coworkers

Assessment

Data +

25


GREATER RETURN

ON DEVELOPMENT

Ability

to focus

development

on the

RIGHT skills

= Informal

Feedback from

Coworkers

Assessment

Data +

$$

26


Once the learner and his/her

manager are on the same page

about growth opportunities,

they still need to

to establish an effective plan to

ensure that development actually

occurs.

WORK TOGETHER


3

STEP

BUILD effective

development

programs


Once you know what needs

to be developed, you must

how the skills will be

acquired, applied, and

measured.

DETERMINE


Successful development requires both

FORMAL and INFORMAL

learning as well as APPLICATION opportunities.

MAKE IT A JOURNEY!


RESEARCH

DID YOU KNOW ? 79%

their confidence was high in frontline

leaders’ ability to execute when a

LEARNING JOURNEY approach was taken.

?

Be Better than Average: A Study on the State of

Frontline Leadership, DDI with HR.com

of respondents said


RESEARCH

DID YOU KNOW ? 79%

their confidence was high in frontline

leaders’ ability to execute when a

LEARNING JOURNEY approach was taken.

?

Be Better than Average: A Study on the State of

Frontline Leadership, DDI with HR.com

of respondents said

21% only

Felt the same for an

OPEN

ENROLLMENT approach


4

STEP

BUILD their manager‟s

skills

…so you don’t hear “I wish my boss would take this training!”


RESEARCH

DID YOU KNOW ? 50% only

of leaders feel their manager is

COMMITTED to their development.

?


While we‟d love to tell you

there‟s a „one size fits all‟

solution to garnering

support from the leader‟s

manager,

THAT’S SIMPLY

NOT THE CASE.

35


TIPS

Here are a

FEW TIPS to get managers

supporting, modeling,

reinforcing, and

recognizing the learner.

36

!


TIP 1

Put time into planning

the learner’s and

manager’s

desired participation.

BE CLEAR about expectations

and don’t start with

too many things.

1


TIP 1

Put time into planning

the learner’s and leader

of the learner’s

desired participation.

BE CLEAR about expectations

and don’t start with

too many things.

1


TIP 2 2

Provide the manager with

appropriate course work

and tools to achieve the

desired results.

Any tool the learner has

access to should be

ACCESSIBLE to his/her manager.


TIP 3

Have the manager be a

part of the Learning

Journey

BY INVITING him/her to key milestone

updates along the way.

3


TIP 4

Remind the

manager that development

is a

SHARED

RESPONSIBILITY.

4


TIP 5

Understand what your

stakeholders want to

know, and include that

MEASUREMENT

in the planning phase.

5


Let’s

RECAP!


Make sure you…

1. Look past the technical skills

2. Get people on the same page

3. Build effective development programs

4. Build their manager’s skills

45


Make sure you…





…

46


Make sure you…





47


Make sure you…





48


Make sure you…




4. Build the leader of the learner’s skills

…and you’ll be on your way to

“ready- now” leaders!

49


ARE YOU READY TO CREATE “READY-NOW” LEADERS?

Experts are

standing by at

+1-800-933-4463 or

[email protected]

to help.

4 3

2

1

Preparing "Ready-Now" Leaders

Business

Transcript of Preparing "Ready-Now" Leaders