1.
Presenter:
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
.
Host:
Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
Follow along and participate on Twitter: #BIZWEBINAR @BizLibrary

2.
Improve employee performance with a
comprehensive, effective and continually-
growing library of training videos.

3.
What are the primary of
objectives of your leadership
development program?
?

4.
?
We have re-evaluated
leadership competencies
for our organization in the
past 6 – 12 months.

5.
“[T]he most successful
strategies are those that
make learning a
continuous process,
hardwired into a
company's metabolism.“
Meghan Biro, The New
Rules of Leadership

6.
Strong
Executive
Involvement
Tailored
Leadership
Competencies
Alignment with
Business
Strategy
Target Multiple
Levels of
Leadership
Learn By Doing
and
Application
5 Ways to Unlock the Hidden Value in
Your Emerging Leaders

7.
Building Teams Own Personal
Development
Clearly Connect
Performance and Bottom
Line Results
1. Executive Involvement

8.
Financial Results
Key Employee Retention
Improve Organizational IQ
Business Impact

9.
86%
see leadership shortfalls
as a top-3 issue
Leadership capabilities
in 2015 are no higher
than in 2014 despite
the fact that this was
the #1 issue in 2014.
Leadership spending
increased by 14% in
2014 with no real impact
or results.SOURCE: Bersin by Deloitte: Global Human
Capital Trends 2015

10.
360
MILLION
WORKERS WILL RETIRE FROM THE
GLOBAL LABOR FORCE BY 2030

11.
Up to 40 to 50% of imported executives
fail within the first 18 months – internal
development is key to success!
SOURCE: McKinsey Global Institute

12.
Knowledge transfer might be the single best reason to
improve your leadership development program . . . now.
33%
by
2016
Of the workforce will be over the age
of 50. Up from 27% in 2007
SOURCE: U.S. Census Bureau
48%
Of companies have no intention to do any
strategic planning about how retirement
affects their business!
SOURCE: AARP Poll
Experience,
knowledge, and skills!

13.
Employee Retention
Customer Satisfaction
Employee Productivity
SOURCE: Making the Business Case for Leadership
Development, The Ken Blanchard Companies, 2011.
Poor Leadership Practices
Negatively Impact

14.
Employee Retention
As much as 32% of an organization’s
voluntary turnover can be avoided through
better leadership skills.
SOURCE: Making the Business Case for Leadership
Development, The Ken Blanchard Companies, 2011.
Poor Leadership Practices
Negatively Impact

15.
Customer Satisfaction
Better leadership can generate 3-4%
improvement in customer satisfaction
scores…corresponding to 1.5% increase in
revenue growth.
SOURCE: Making the Business Case for Leadership
Development, The Ken Blanchard Companies, 2011.
Poor Leadership Practices
Negatively Impact

16.
Employee Productivity
Better leadership practices could eliminate
5-10% of productivity drag.
SOURCE: Making the Business Case for Leadership
Development, The Ken Blanchard Companies, 2011.
Poor Leadership Practices
Negatively Impact

17.
Focus on
people
development
and growth
Look to the
future and
strengths
Maximize
potential
Challenge the
status quo
2. Tailored Leadership Competencies

18.
Great Man
Theories
Leaders are born,
not made
Group Theories
Leadership emerges
in small group
settings
Trait Theories
Universal leadership
traits that can be
taught and learned
Behavioral
Theories
Behavior patterns
that results in
leadership success
Leadership Models For Development

19.
Contingency
Theories
Leadership
behaviors in specific
situations
Excellence
Theories
Traits, behaviors,
and situations allow
people to lead
Transactional /
Transformational
Theories
Behaviors in specific
situations
Social / Connected
Theories
…
Leadership Models For Development

20.
SOURCE: www.thefutureworkplace.com
• Inclusive decision making
• Genuine solicitation of feedback
Collaborative Mind-set
• Mentors and coaches team
• Provides straight feedback
Developer of People
• Use technology to connect customers and employeesDigitally Confident
• Has a diverse mind-set
• Prioritizes social responsibility
Global Citizen
• Builds accountability across levels
• Champions innovation
Anticipants and Builds
for the Future
Leadership 2020 Model

21.
Learning Agility Defined:
The willingness and ability to learn from
experience and the ability to apply what
you’ve learned for effective performance in
new or unfamiliar conditions.

22.
People who are learning agile: Seek out experiences to learn from; enjoy
complex problems and challenges associated with new experiences because
they have an interest in making sense of them; perform better because they
incorporate new skills into their repertoire.
A person who is learning agile has more lessons,
more tools, and more solutions to draw on when
faced with new business challenges.”
Source: Victoria Swisher, Becoming an Agile Leader

23.
Self-Awareness
Self-
Management
Social
Awareness
Relationship
Management
Emotional intelligence is the
foundational skill set.

24.
The most effective leaders are all alike in one crucial way: they all have a high
degree of what has come to be known as emotional intelligence. It’s not that
IQ and technical skills are irrelevant. They do matter, but…they are the entry-
level requirements for executive positions…
…emotional intelligence is the sine qua non of leadership. Without it, a
person can have the best training in the world, an incisive, analytical mind,
and an endless supply of smart ideas, but he still won’t make a great leader.
Source: Daniel Goleman, What Makes a Leader,
Harvard Business Review

25.
3. Align with Business Strategy
Identify
successors for
critical roles
Enhancing
effectiveness of
current leaders
Accelerate the
development of
high potentials
Develop
leadership bench
strength
Influence or
change company
culture
Increase
employee
engagement and
productivity

26.
VISION:
Where are we going and why?
STRATEGY:
How will we get there?
RESOURCES:
What’s available and needed?
Leadership in Your Organization

27.
What do you need your leaders to do to be successful?
Uncertainty Changing DemographicsNeed for Speed
Key Challenges Faced By Our Leaders

28.
V U C A
VOLATILITY UNCERTAINTY COMPLEXITY AMIBIGUITY

29.
With each generation entering the workplace, a greater emphasis is placed
on continual development as these new employees know that they are
unlikely to stay more than a few years;
…IT’S ABOUT WHAT THEY CAN DEVELOP AND ACQUIRE TO TAKE TO THE
NEXT STOP IN THE CAREER JOURNEY.
We know that effective leaders are one of the most important influences on
levels of engagement.
Source: Rebecca Ray, Employee Engagement in
a VUCA World

30.
4. Target Multiple Levels
Supervisory and Team Lead
High Potential Employees
Managing
New Managers And Newly Promoted
Advanced Leadership
Mid And Senior Level Managers
Technical And Professional
Executive Development
Senior Directors And Vice Presidents

31.
Developing Learning Plans at
Different Levels
Supervisory and
Team Lead
• Changing roles and
communication
• What is leadership
• Working with peers
• Delegation
• Establishing
credibility
New Managers
• The management /
leadership mix
• Working with peers
• Developing others
• Emotional
intelligence
Mid-Level
Managers
• Learning resources
targeted to their
role of managing
other managers
• Job rotation and
stretch assignments
for growth
• Feedback and
mentoring
Technical and
Professional
Leaders
• Leadership
fundamentals,
business acumen
and
communication
skills
• Learning at the
time of need and
on-demand
Executives and
Senior
Leadership
• Higher level
leadership skills –
motivation, strategy
and innovation
• Peer to peer
collaboration
• Highly focused
development plans
and executive
coaching

32.
5. Learn By Doing
Rotational
Assignments
Action Learning
Task Force or
Project Team
Mentoring

33.
Developing Relationships
Formal Training
Receiving Feedback
Self-Awareness
On-the-Job Experiences
Learning How to Learn

34.
Strong
Executive
Involvement
Tailored
Leadership
Competencies
Alignment with
Business
Strategy
Target Multiple
Levels of
Leadership
Learn By Doing
and
Application
5 Ways to Unlock the Hidden Value in
Your Emerging Leaders

35.
Developing Supervisor Fundamentals
12 Part Short Video Series
1. Congratulations, You're a Supervisor!
2. How Good Do You Want to Be?
3. Personal Traits for Success
4. Establish Credibility to Lead
5. Going From Buddy to Boss
6. Your First Team Meeting
7. Research Your New Team
8. Get Team Feedback from Others
9. Interview Your Team
10. Observe Your Team in Action
11. Develop a Team Strategic Plan
12. Mistakes to Avoid

36.
Emerging Leaders
9 Part Short Video Series
• How to prepare for a leadership role, both
physically and mentally
• How leaders can interact effectively with the
people they’re leading
• How to approach leadership with an
intelligent, forward-thinking outlook that will
simultaneously return excellent results and
inspire others

37.
www.bizlibrary.com/free-trial

38.
QUESTIONS

39.
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl