Linkage Inc's Best Practices in Leadership Development Handbook E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B US non-Franchise Leadership
• Sprache: Englisch

Seitenzahl: 599

Veröffentlichungsjahr: 2009

Beschreibung

Leadership development is a planned effort that enhances the learner's capacity to lead people. Building on the success of the first edition, Linkage conducted a study of over 300 top organizations and their needs in organizational change and leadership development that identifies approaches to leadership development that have proven to be successful. The work offers practical "how-to" instructions developing leaders and engaging in leadership development. It provides current in-depth models, assessments, tools, and other instruments that can be used for immediate application within a variety of organizations.

Leseprobe

Table of Contents

Title Page

Copyright Page

Table of Figures

List of Tables

Table of Exhibits

Foreword

Introduction

PART ONE - DEFINING LEADERSHIP DEVELOPMENT

CHAPTER ONE - CONTEXT, CULTURE, AND COMPLEXITIES

Business Strategy

Future Leadership Requirement Analysis

Current Leadership Capability Analysis

Leader Selection and Retention Tools and Processes

Leadership Development Tools and Processes

Performance Management Tools and Processes

Conclusion

About the Contributor

CHAPTER TWO - HELPING PEOPLE ACHIEVE THEIR GOALS

Ownership

Time

Difficulty

Distractions

Rewards

Maintenance

Real Change Requires Real Effort

Reference

About the Contributors

CHAPTER THREE - ASSESSING THE LEADER

Background

Why Perform Assessments of Senior Executives?

What Should You Measure in Executive Assessment?

How Do You Collect Your Data?

How Do You Develop an Executive Where There Are Gaps?

A Best Practice Approach to Executive Assessment

Conclusion

References

About the Contributor

CHAPTER FOUR - LEADERSHIP DEVELOPMENT AND ORGANIZATIONAL STRATEGY

How to Achieve Excellent Organizational Results

Broad Themes in Strategic Leadership Development

Conclusion

References

About the Contributors

CHAPTER FIVE - DEVELOPING THE INNOVATIVE LEADER

Institutionalizing Innovation: Developing Deep Organizational Capabilities

Defining Innovation Structure

Building and Empowering Growth Teams

Other Supporting Structures and Systems

Conclusion

Note

References

About the Contributors

CHAPTER SIX - DEVELOPING LEADERS IN A GLOBAL LANDSCAPE

Global Leadership

Leadership and Culture

The 4E’s Framework

Global Leadership Framework

Conclusion

References

About the Contributor

CHAPTER SEVEN - INVESTING IN WOMEN

The Case for Investing in Women: What the Research Says

The Challenges Facing Women Leaders

Tools for the Internal Practitioner

Coaching as Solution: Case Studies and Tools for Development

Positioning Coaching for Success

The Model in Action

Behind the Scenes: Coaching Women Leaders

Conclusion

References

About the Contributors

PART TWO - BEST PRACTICES IN LEADERSHIP DEVELOPMENT

CHAPTER EIGHT - MCKESSON

Overview of McKesson Corporation

Cultural Context for Program Design

Leadership Development at McKesson Corporation

Design Considerations: Why Leadership Development Programs Fail

Leaders Teaching Leaders Core Components

Tracking Progress and Reporting Results

Lessons Learned

About the Contributors

CHAPTER NINE - YAHOO!

The Psychological Contract

The Underlying Themes

The Leadership Curriculum

Measuring Value

How Development Reinforces Brand

The Power of Focusing on Strengths

Conclusion

References

About the Contributor

CHAPTER TEN - JOHNSON & JOHNSON

Lasting Results: Why It Works

Approach: The Secret to Making It Work

Program Architecture: Setting It Up

Conclusion

About the Contributors

CHAPTER ELEVEN - CISCO

Defining Collaborative Leadership

Developing Collaborative Leadership

From the Foundation to the Top of the Industry

Conclusion

About the Contributor

CHAPTER TWELVE - DEPARTMENT OF TREASURY AND FINANCE, VICTORIA, AUSTRALIA

The Case for Executive Team Development at DTF

Planning the Team Leadership Development Program

Program Design and Implementation

Conclusion

The Journey Continues

Working with the Team

References

About the Contributor

CHAPTER THIRTEEN - MACY’S

The Business Case for Leadership

Addressing the Challenges

The Leadership Strategy

The Leadership Pipeline

Future Efforts

Conclusion

About the Contributors

CHAPTER FOURTEEN - BANK OF AMERICA

The Business Case

Purpose of the On-Boarding Initiative

An Example of the On-Boarding Process

Conclusion

The On-Boarding Plan

References

About the Contributors

CHAPTER FIFTEEN - HUMANA

Company Background

The Business Case for Leadership Development

Humana’s Learning Consortium: A Networked Organization Model for Learning

The Humana Leadership Institute

Critical Success Factors

Future Areas of Focus

About the Contributors

CHAPTER SIXTEEN - DELL

Context

Priorities

Principles

Building Global Platforms Through Strategic Partnerships: A Case Study of ...

Moving Forward

Conclusion

About the Contributors

CHAPTER SEVENTEEN - LAND O’LAKES

Setting the Stage for Leadership Edge

Green Light for High-Level Development

Creating a Customized, Business-Focused Development Program

Conclusion

About the Contributors

CHAPTER EIGHTEEN - PRICEWATERHOUSECOOPERS

PricewaterhouseCoopers and Leadership Development

Guiding Design Principles

Development Focus

Faculty Model

Curriculum

Focusing the Learning and Making It Stick

Evaluating Effectiveness

The Future for Genesis Park

Lessons Learned

About the Contributors

APPENDIX: GLOBAL SURVEY—HOW ORGANIZATIONS PRACTICE LEADERSHIP

SOURCES

INDEX

ABOUT THE EDITORS

Table of Figures

FIGURE 1.1. ALIGNING LEADERSHIP DEVELOPMENT WITHSTRATEGIC HR COMPONENTS

FIGURE 1.2. LEADERSHIP DEVELOPMENT TOOLS AND PROCESSES

FIGURE 4.1. STRATEGY: MOVING FROM CURRENT REALITY TODESIRED DESTINATION

FIGURE 4.2. LEADERS AS STRATEGIC ARCHITECTS, TRANSLATORS,AND DOERS

FIGURE 6.1. THE 4E’S FRAMEWORK

FIGURE 6.2. THE ROLE OF LEADERSHIP IN THE 4E’S FRAMEWORK

FIGURE 7.1. STEPS IN THE BEHAVIORAL COACHING PROCESS

FIGURE 7.2. SAMPLE DEVELOPMENT PLAN

FIGURE 7.3. 360-DEGREE DATA ON LEADER SELF-PERCEPTION

FIGURE 8.1. MCKESSON LEADERSHIP DEVELOPMENT PATH

FIGURE 8.2. ANSWERS TO QUESTIONS ON PROJECT GOAL ANDPERSONAL TARGETS

FIGURE 12.1. EXECUTIVE TEAM DEVELOPMENT PROGRAM

FIGURE 12.2. A MODEL OF HIGH-PERFORMING TEAMS

FIGURE 12.3. TEAM ICEBERG

FIGURE 12.4. TEAM PERFORMANCE CURVE

FIGURE 12.5. STYLES OF INTERACTION

FIGURE 12.6. COMPARISON OF STAFF AND EXECUTIVE TEAMMEMBERS’ RATINGS OF TEAM CAPABILITY

FIGURE 13.1. THE LEADERSHIP CHOICE MODEL

FIGURE 15.1 LEARNING CONSORTIUM MODEL : THE NETWORKED ORGANIZATIONAL STRUCTURE

FIGURE 15.2. LEADERSHIP DEVELOPMENT COMPASS

FIGURE 15.3. REAL WORLD WORK SESSIONS TO DATE

FIGURE 15.4. EXECUTIVE COACHING CYCLE FORWOMEN IN LEADERSHIP

FIGURE 16.1. THE THREE LEVELS OF SOLUTIONSTO LEADERSHIP DEVELOPMENT

FIGURE 16.2. STRATEGIC CONTRIBUTIONS OF DELL LEADERS

FIGURE 16.3. GLOBAL LEADERSHIP CURRICULUM

FIGURE 16.5. COACH EFFECTIVENESS RATINGS

FIGURE 17.1 THE HIGH POTENTIAL LEADERSHIP DEVELOPMENT ACTION LEARNING PROCESS

FIGURE 17.2 THE ALIGNMENT MODEL

FIGURE 17.3. LAND O’ LAKES HIGH POTENTIAL LEADERSHIPDEVELOPMENT ACTION LEARNING PROCESS

FIGURE 18.1. PROGRAM LEARNING OBJECTIVES

FIGURE A.1 . EFFECTIVENESS OF ORGANIZATIONAL LEADERSHIPDEVELOPMENT EFFORTS

FIGURE A.2 . AGE OF ORGANIZATIONAL LEADERSHIPDEVELOPMENT SYSTEMS

FIGURE A.3 . CEO INVOLVEMENT IN LEADERSHIP DEVELOPMENT

FIGURE A.4 . BUDGET ALLOCATED TOWARDLEADERSHIP DEVELOPMENT

FIGURE A.5 . POPULATIONS TARGETED BY LEADERSHIPDEVELOPMENT

FIGURE A.6 . AREAS OF GREATEST PROFICIENCY

FIGURE A.7 . AREAS REQUIRING THE MOST SIGNIFICANTIMPROVEMENT

FIGURE A.8 . PARTICIPATION IN EXTERNAL LEADERSHIPDEVELOPMENT PROGRAMS

FIGURE A.9 . MOST WIDELY RECOGNIZED LEADERSHIPCOMPETENCIES

FIGURE A.10 . FREQUENCY OF FORMAL HIGH-POTENTIALSELECTION SYSTEMS

FIGURE A.11 . RATE OF STATUS DISCLOSURE AMONGHIGH-POTENTIAL POPULATIONS

FIGURE A.12 . IMPORTANCE OF 360-DEGREE FEEDBACK INTRAINING INITIATIVES

FIGURE A.13 . MOST WIDELY USED LEADERSHIP DEVELOPMENTMETHODOLOGIES

FIGURE A.14 . MOST UNDERUSED LEADERSHIP DEVELOPMENTMETHODOLOGIES

List of Tables

TABLE 1.1. LEARNING EXPERIENCES FOR LEADERSHIP DEVELOPMENT

TABLE 1.2. RATING TALENT MANAGEMENT TOOLS AND PROCESSES

TABLE 1.3. RATING LEADERSHIP DEVELOPMENT TOOLS AND ACTIVITIES

TABLE 1.4. RATING PERFORMANCE MANAGEMENT TOOLS ANDPROCESSES

TABLE 5.1. EIGHT WAYS TO ORGANIZE TO INNOVATE

TABLE 6.1. THE GLOBAL LEADERSHIP FRAMEWORK

TABLE 8.1. LTL PROGRAM TIME LINE OF EVENTS, 2007-2008

TABLE 13.1. A STORE MANAGER’S PLAN FOR IMPROVING THEWORK ENVIRONMENT

TABLE 13.2. LEADERSHIP CHOICE PROGRAM SUMMARY

TABLE 13.3. MERCHANT LEADERSHIP DEVELOPMENT PROGRAMSTUDY SUMMARY

TABLE 17.1. LEADERSHIP EDGE AGENDA

TABLE 17.2. ACTION LEARNING TEAM CHARTER EXAMPLE

TABLE 17.3. LEADERSHIP EDGE EVALUATION RESULTS(NUMBER OF RESPONSES)

Table of Exhibits

Exhibit 12.1. Department of Treasury andFinance Aspiration Statement

Exhibit 12.2. Reflection and Development Planning Tool

Exhibit 12.3. Pulse Questionnaire

Exhibit 12.4. Team Process Observation Guide

Copyright © 2009 by Linkage Inc. All rights reserved.

Published by Pfeiffer An Imprint of Wiley 989 Market Street, San Francisco, CA 94103-1741 www.pfeiffer.com

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax [phone], or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Readers should be aware that Internet websites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read.

For additional copies/bulk purchases of this book in the U.S. please contact 800-274-4434.

Pfeiffer books and products are available through most bookstores. To contact Pfeiffer directly call our Customer Care Department within the U.S. at 800-274-4434, outside the U.S. at 317-572-3985, fax [phone], or visit www.pfeiffer.com.

Pfeiffer also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

Acquiring Editor: Matthew Davis Marketing Manager: Brian Grimm Production Editor: Mary Garrett/Susan Geraghty Editorial Assistant: Lindsay Morton Manufacturing Supervisor: Becky Morgan

eISBN : 978-0-470-45142-7

1. Leadership—Case studies. 2. Strategic planning—Case studies. I. Giber, David J. II. Linkage Inc. III. Title: Best practices in leadership development handbook. HD57.7.L564 2009 658.4’092—dc22 2008041910

FOREWORD

Warren Bennis

Developing leaders is an important activity, but it is elusive and difficult to pull off. In almost every aspect of the social sciences, “development” is always the most challenging area, whether it is economic, human, political, or psychological. Development means that things are always moving and evolving. We’ve come so far in leadership development, but there is still much to learn and so many possibilities. When I was coming up in this field, I remember my mentor, Douglas MacGregor, would say that organizations are transitive. His point was that one job would prepare you for the transition to the next. I believe that these wise remarks were well placed at the time, but perhaps not so anymore in the current structure of more complex organizations and niche roles.

Today, being in job A may not only fail to prepare you for job B but may eventually lead to stagnancy and possible regression in the less specific, more universal leadership competencies. In today’s world, real leadership is getting you ready for anything. The fundamental challenge of leadership development at this time is how to create adaptive capacity. How do you teach people to be ready for anything? I believe that the leadership curriculum of the future needs to help people develop some broad generalist capabilities. Leaders may be anchored in one area they know really well, but they have to be able to integrate multiple perspectives. Here’s a simple example: I have worked with the great department store Nordstrom, which has been around for over a hundred years and realizes that its winning capability is customer service. But in that organization today, understanding service is not enough. It needs leaders who can integrate customer service with merchandising and an understanding of how to create the products it offers. Being great at one part of the business is not enough. Many of the outstanding programs described in this book are trying to tackle this challenge of creating adaptive, integrative leaders.

Leadership development thinkers like George Hollenbeck and Morgan McCall have said that strategy has to drive the leadership qualities or competencies that an organization needs. I recognize that strategy may have to precede competencies so that the organization begins to recognize and reward leadership behavior aligned to its strategy. All of the programs in this book are strategic in this sense. But great leadership development still must be anchored in understanding individuals and the crucibles they encounter at work and in life. I am impressed with the work that I see from leadership practitioners in trying to address fundamental individual human elements like the need for self-understanding, judgment, or confident decision making. How do leaders, and indeed all of us, understand our talents, and not only what we are good at but what we love doing? This is the most basic formula for leadership success, and when this is achieved, one finds that as the great baseball athlete Nolan Ryan said, “Even on your bad days, you win.” Helping people and organizations unlock their strengths is the most exciting part of our field. Understanding the ingredients of core human activities and strengths such as how to foster adaptive capacity, judgment, and decision making is where leadership development has room to grow.

For all of us in this field, it is a balance. On the one hand, we need to recognize the limitations of our leadership development practices in terms of all the variables and complexity we cannot control. On the other hand, we need to keep our aspirations high. At the University of Southern California, where I teach, we have followed more than five hundred people from my honors course over the past thirteen years. Our data show that this one course helped people by influencing their worldview, it helped determine their choices and decisions, and for some, it affected their career trajectory. The multifaceted programs examined in this book are ones that can and do make a difference, though we may have to track people over the long term to see what affected them and why. They provide great examples of how far we have come and set the challenge of how far we have to go.

Warren Bennis is a distinguished professor of business administration and founding chairman of the Leadership Institute at the University of Southern California. He has authored numerous books in the field of leadership development, most recently Judgment: How Winning Leaders Make Great Calls with Noel Tichy, and Transparency with Danny Goleman and James O’Toole.

INTRODUCTION

David Giber

In 2000 Louis Carter, Marshall Goldsmith, and I organized the case studies for the first edition of Linkage Inc.’s Best Practices in Leadership Development Handbook. It is useful to reflect on what we found then as we reviewed the outstanding case studies and research captured in that book. First, we found that the most significant differences between those examples could be derived from a general preference for one of the following: the individual, the team, or the organization and its strategy.

Analyzing the programs in this new edition, we found that many more of them had incorporated common program ingredients that have been proven widely and continuously since 2000. Many were using at least one or more element (for example, assessment or coaching) to have an impact on the individual, while at the same time using other elements (action learning, simulations) to have an effect on teamwork. Most leadership programs seem to include many, if not all, of the elements of assessment, coaching or mentoring, action learning (even if it is more individually based), use of internal leaders as faculty, and a global perspective. The elements are used systematically and more fluidly. The ubiquitous nature of these elements meant we had to dig deeper to find programs that we felt were unique and had high impact. We looked for programs that quite often contained all of the core components gleaned from best practices but also emphasized at least one major element particularly well. We took a different tack in this edition by including overall studies of such critical areas as assessment, developing women leaders, and global leadership. In addition, we have found that many programs have more focus on such areas as improving processes to drive change and innovation and to build networks.

The challenge to practitioners today that we believe this edition’s contributors have answered for their organizations is: How do I create a unique and memorable impact on individuals, teams, and eventually the organization? How can I take one avenue or aspect of experience and infuse it with something that creates learning and behavioral change?

This is what I call creating a signature experience. The experience has an impact on both the heart and the mind; it challenges and alters thinking and embeds itself in the memory and behavioral repertoire of the participant. This edition presents outstanding examples of such signature experiences. The socialization process at Bank of America is an outstanding example of an organization that has built a unique, multifaceted approach to the challenge of on-boarding executives and accelerating their transition to key roles. The chapter from Dell not only provides a multileveled approach to leadership development, but includes a description of an in-depth coaching program that was global and long-term in scope. The strategic team process at McKesson combines both leaders teaching leaders and a team-based, action learning process into a dynamic, high-impact combination. From a government perspective, the case study of the Victoria Department of Treasury and Finance provides a thoughtful approach to connecting leaders to their mission and strategy through a well-structured process for team building and process improvement. The Executive Quality Leadership Development program of Johnson & Johnson, Action Learning Forums of Cisco Systems, and the cascading Real World Work process at Humana build depth in these organizations’ strategic, quality, and problem solving, aiming at nothing less than transformational change. The Land O’Lake’s example contains not only an excellent use of action learning, but an innovative approach called the Leadership Edge, where participants grapple with a series of customer and market challenges. Yahoo!’s program incorporates most key best practices while focusing on reinforcing the corporate culture and keeping the unique values of Yahoo! alive. The Macy’s chapter shows a unique take on tailoring the design and implementation of various leadership development programs for different levels and functions in the organization and how these programs can tie in to create a high-performing system. Finally, the chapter from PricewaterhouseCoopers shows how a well-designed and effective leadership development experience can elicit steadfast engagement and commitment from all levels of the organization.

The depth of these programs reflects the increasing demand on leadership development practitioners to create impact and link leadership development to business results. In Chapter One, Rich Rosier identifies the processes, mental models, and business considerations that weigh into the design of a leadership development system and shows the individual steps to creating a leadership development strategy that fully aligns with the organization’s values and objectives. And to take it to the next step, Chapter Two by Marshall Goldsmith and Kelly Goldsmith on helping people achieve their goals shows how to execute a leadership development strategy by making it easier for leaders to stay committed and tenacious in reaching their development goals.

To achieve lasting impact, the connection to succession and talent systems must be strong. In Chapter Three, Stephen Miles provides a comprehensive overview of the state of the assessment field and the potential for connecting it to longer-term leadership bench strength issues.

These challenges are magnified on the global level. In Chapter Six, Mick Yates’s brilliant and provocative discourse on leadership in a global world provides practical examples of leadership development in global organizations while connecting them to larger questions of the qualities that leaders need to develop and foster in others. Yates raises the issue that leadership programs need to encourage innovation, engagement, and what he terms “networks of trust.” Today’s leadership development practitioner needs not only to develop high-impact experiences, but also to determine how to use the organization’s internal and external networks to share best practices across disciplines and geographies. More important, these networks need to be, according to Yates, “actionable, searchable, and trustworthy.” Responding to pressures of this sort, Humana uses a consortium model to share learning, tools, and services. Chapter Five by Scott Anthony, Kevin Bolen, and associates from Innosight points out the measurable value of such networks in fostering innovation. This challenge of how to network learning so that the impact is multiplied is one we have only begun to address in this volume.

In addition to globalization comes an increase in diversity. This represents a strong advantage for growing organizations, but also one that is strongly dependent on the ability of a leadership development system to meet the unique development needs of different demographics. Chapter Seven, by Maya Hu-Chan, Patricia Wheeler, and Tracey Wik, on investing in women, shows how different groups face different challenges and how these challenges can be addressed, resulting in personal empowerment and greater value for the organization.

Back in 2000, we had defined a six-phase approach to leadership development:

1. Business diagnosis

2. Assessment

3. Program design

4. Implementation

5. On-the-job support

6. Evaluation

Although this approach is still relevant, we find much greater emphasis and innovation today in the areas of assessment, creating interactive and highly challenging program designs, and making more means available for follow-up support and evaluation of impact. In Chapter Four, Robert Fulmer and Jared Bleak provide support for these and other trends. They emphasize the focus of top companies on aligning their leadership development programs with succession management and on holding line management responsible for the results.

We hope that this second edition expands and extends the perspective that many readers found useful in our first collection. It is rewarding to see that in some way, books such as these have spread the best practices of leadership development around the world. We thank all our contributors for sharing their learning and experience and for their willingness to be part of this global leadership development practitioner’s network.

PART ONE

DEFINING LEADERSHIP DEVELOPMENT

CHAPTER ONE

CONTEXT, CULTURE, AND COMPLEXITIES

Best Practices Versus Best Fit

This chapter outlines the most proven approaches to leadership development and shows how to maximize the use of these approaches by identifying the future needs of the organization and its leaders and leveraging this context to create an overall strategy that is “best-fit,” not just “best-practice.”

When it comes to developing the leaders within an organization, the stakes are high, and the potential payoff is enormous. This chapter focuses on the creation of a systemic approach to leadership development that is aligned with an organization’s strategy, culture, and the critical initiatives required for future competitiveness.

An effective leadership development system is crucial to the long-term success of any organization. It can build sustainable competitive advantage for organizations that take the time and make the effort to design and implement the system.

Since developing leaders takes years, the leadership development system needs to be built around the future leadership needs of the organization and appropriately adjusted to reflect changes in strategy. At the macrolevel, a systemic approach to leadership development is based on four strategic questions:

1. What capabilities will our leaders need to have in three to five years?

2. What capabilities do our leaders currently have? What gaps do we need to fill between our current capabilities and those required in the future?