Do all leaders need the same things? In this webinar, we will explore the importance of competency alignment to different levels of leadership, focusing on developing new leaders for long-term career growth. This includes a discussion around whether each level of leader should receive the same leader competencies, and if not, how should they vary. Once leadership competencies are agreed upon in the organization, it is essential to find an effective leadership program that complements those competencies and your business objectives. This webinar will help you develop an action plan for choosing the most effective leadership program that’s right for your organization. Attendees will learn: Which competencies are the most valuable for your new leaders How to effectively instill those competencies in your new leaders How to select the right leadership program for your organization

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Frequently
Asked
Ques0ons

5. Developing Great Leaders
Start Them Off Right!
Sara L. Orem, Ph.D.
Facilitator, Capella Applied Leadership Series
Capella University

6. Speaker background
• Chief learning officer, national
and international banking
industry
• Consultant to healthcare and
pharmaceutical companies
• Business School faculty for
masters and doctoral programs
• Executive Coach
Sara L. Orem, Ph.D.

7. Who are our organizational leaders?
First line leaders
• Team leads
• Newly promoted
supervisors
• Emerging leaders with
potential
Mid-level
managers
Senior executives

8. Importance of developing front line
leaders
1. Strengthens brand
2. Gives competitive advantage over other potential
employers
3. Helps reduce the high cost of replacement,
rehiring, retraining.
4. Drives results/profitability

9. Talent as a competitive advantage
• Deloitte: A LEADERSHIP SHORTAGE “is one of
the biggest barriers to growth at companies around
the world.”
• CEOs-DEVELOPING NEW LEADERS is the No. 1
talent challenge facing organizations worldwide,
with 86% of companies rating it as “urgent” or
“important.”
• WELL DEVELOPED FRONT LINE LEADERS—a
differentiator
Deloitte in its Guide and Workshop to Developing Employees

10. According to a 2011 CareerBuilder survey:
Many leaders not ready for prime
time… yet
20%
of first-time
managers are
doing a poor job,
according to their
subordinates
26%
of first-time
managers say they
felt they weren’t
ready to
lead others
60%
say they never
received any
training
for their new role
http://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx?id=pr626&sd=3/28/2011&ed=12/31/2011

11. Development matters to millennials. It is their #1
reason for staying with a company.
66%
Leaders of today - Millennials
35%
of the workforce by 2025 according to Forbes.75%
consider comprehensive training and development as
the TOP BENEFIT they want from a company.
We are “weak” in developing millennials.
#1

12. Who are our first-line managers?
Hanover Research Study
Average age at
promotion
33
Percentage of
leaders promoted
within the company
82%
Average age of first
time management
training
42
Millennial birth years 1982-2004, Ages 13-35 as of this year

13. Challenges of first time leaders
Challenges of First-Time Managers: Strengthening Your Leadership Pipeline,
Away from
• No longer an individual contributor
Toward
• Become comfortable displaying appropriate
authority
• Become comfortable delegating work
• Become comfortable giving directions
• Develop confidence and leadership presence
• Develop coaching mindset
Shift
Mindset

14. Challenges of First-Time Managers: Strengthening Your Leadership Pipeline,
• Management skills – Enable a new manager to
perform her role.
• Communication skills – Encourage effective and
appropriate transmission of expectations, needs and
information.
• Business skills – Influence higher productivity and
strengthen financial knowledge.
• Personal skills – Improve individual abilities.
• Team & employee skills – Aid team, employee, or
boss engagements/relations.
• Technical – Academic models, theories, or
specialized knowledge. (FSNP, Important/Urgent
Matrix)
Build New
Skills
Challenges of first time leaders

15. Challenges of First-Time Managers: Strengthening Your Leadership Pipeline,
• Build relationships
• Understand internal politics and stakeholders
• Understand industry knowledge
• Gain visibility with upper management
• Gain an understanding of organizational structure and
culture.
• Navigate change implemented by the organization for
oneself as well as for one’s team/direct reports
See Bigger
Picture
Challenges of first time leaders

16. Challenges of First-Time Managers: Strengthening Your Leadership Pipeline,
• Communicate the following:
o How
o Why
o When
o What of achieving results
• Understand the business strategy
• Develop business acumen
• Communicate “no” to the team and provide business
rationale for changes
Achieve
Results
Challenges of first time leaders

17. How to meet these challenges
CALS and AMA Management
Development Competency Model
Personal
Development
People/
Management
Development
Business/
Results
Development
COMPETENCIES
Knowing and
managing self
Knowing and
managing others
Knowing and
managing the
business

18. More about the challenges
Leaders need humility to know what they don’t know, but
have the confidence to make a decision amid the
ambiguity. A bit of chaos can help foster creativity and
innovation, but too much can feel like anarchy. You need
to be empathetic and care about people, but also be
willing to let them go if they’re dragging down the team.
You have to create a sense of urgency, but also have the
patience to bring everybody on the team along.
- Adam Bryant, author of Corner Office
column of the New York Times

19. Do all leaders need the same
competencies?
• Called management development for a reason
• Competencies should describe a broad area of expertise
• Competencies should be measurable
• Competencies should “scale”
• Basic skills
• Intermediate skills
• Executive skills

20. “Scalable” sub-competencies
Self/Personal
• Emotional intelligence/self-awareness
• Trust building and accountability
• Basic: Honesty and Acknowledging shortcomings
• Intermediate: Coaching and being coached
• Executive: Transparency, Truth-telling, Vulnerability
• Resilience
• Flexibility and Agility
AMA Guide to Management Development,
2008
EXAMPLES

21. Scalable sub-competencies (cont.)
Others/People
• Valuing diversity
• Basic: Awareness of and valuing difference
• Intermediate: Hiring for team strength, actively seeking difference
for strength
• Executive: Making and enforcing diversity policy
• Building teams
• Managing conflict
AMA Management Development
Competency Model
EXAMPLES

22. Scalable sub-competencies (cont.)
AMA Management Development
Competency Model
EXAMPLES
Business
• Driving innovation
• Operational and strategic planning
• Basic: confer on annual budget
• Intermediate: develop annual budget for department
• Executive: develop strategic plan, delegate operational budget
• Business and financial acumen

23. RIGHT competencies for first-line
managers
• Sources for Competency ideas
• PDI Ninth House
• Lominger
• Center for Creative Leadership
• Cover three areas of need (Self, Other, Business)
• Right for your company
• Right for your industry
• Right for your history
CALS and AMA Management
Development Competency Model

24. Much needs to happen for leadership development to
work at scale, and there is no “silver bullet” that will
singlehandedly make the difference between success
and failure.
- McKinsey Quarterly, August 2017

25. What matters most
• Contextualizing program based on organizational
strategy and position within industry.
• Ensuring sufficient reach across organization
• Design for transfer of learning
• System reinforcement to lock in change
McKinsey Quarterly, August 2017

26. Management development programs,
teaching and practicing competencies
• Traditional training (~25%)
• Classroom/Seminar
• Text
• Online/facilitated learning
(~70%)
• Delivered just in time via
technology
• Can be tailored to your
organization
• DIY
• Internships
• Toastmasters
• Employer tuition/Degree
• Traditional training
• Compressed, information
focused (1-28 hr)
• Practice assumed
• Online/facilitated learning
• Modular
• Timely
• Tailorable
• DIY
• Scattershot
• You get what you pay for
Hanover Research

27. Flipped classroom learning approach
The Flipped Classroom: A Survey of the
Research
10%
formal instruction
70%
hands-on practice and
application
20%
feedback and interaction

28. What Capella University can offer you
If you’re interested in learning more about the Capella Applied
Leadership Series check out www.capellaleadership.com.

29. Finding the right program for you:
What to Look for?
• Structure: Does the structure fit with
your needs? Is it flexible enough to
provide what your first-line people
need now and what they need next?
• Learning Approach: Does it deliver
more application than information (we
only learn what we practice)?
• Facilitation: Is there opportunity for
participants to get feedback while in
the program and afterward?
• Budget: How much does it cost?
• Content: Does it speak to the
competencies you want to develop
(generally) and can it be tailored to
address them specifically?
• Measurement: Does it have a clear way
of measuring success with both pre- and
post- course knowledge and application
checks?
• Next level support: Does it have the
buy-in of the managers who manage
your first-line supervisors? Will they
supply feedback directly to participants
about the skills they are learning?

30. Advantages of technology
• Technology isn’t just stimulating the need for change;
it’s also enabling faster, more flexible, large-scale
learning on digital platforms that can host tailored
leadership development, prompt leaders to work on
specific kinds of behavior, and create supportive
communities of practice.
• Fast-paced digital learning is easier to embed in the
day to day work flows of managers.
• Successful leadership development programs are four
to five times more likely to require participants to apply
their learnings in new settings over an extended period
and to practice them in their job.
McKinsey Quarterly, August 2017

31. Why training is critical (if I haven’t already
made that clear)
Not providing the help the first time leader needs and wants can
negatively impact the customer.
• Almost all of the HR practitioners in one study of 252 organizations
believe that front line managers are essential to the success of the
business, the engagement and productivity of their employees, and
team development.
• Yet only 48% invest in their development.
• 42% of first time leaders and managers report that they don’t have the
support they need to lead (that’s almost half of our supervisors who
believe they could be better leaders with support from training and
mentoring/coaching).
Gallup News and Hanover Research

32. Why training is critical (if I haven’t already
made that clear)
Gallup research has found conclusively that people stay in their jobs
because of their managers.
• Managers account for at least 70% of the variance in employee
engagement scores. In the U.S. only 30% of employees are engaged.
It is NEVER too early to learn to be a good manager and coach.
• 90% of companies say that finding and developing strong leaders is
an urgent challenge.
• Yet, only 42% of first-line managers get any management training
before assuming their positions.
• Only 12% of upper management believe their organization is investing
enough in developing first-time managers.
Gallup News and Hanover Research

33. Making management better
It’s our job
AND
yours.

34. Q&A

35. • Amabile, T., & Kramer, S. (2011). Do Happier People Work Harder? New York Times.
http://www.nytimes.com/2011/09/04/opinion/sunday/do-happier-people-work-harder.html
• Amabile, T., & Kramer, S. (2011). The Progress Principle. Harvard Business Review Press.
• Beck, R. & Harter, J. (2015). Managers account for 70% of variance in employee
engagement. Gallup Business Journal.
• Bishop, J.L. & Verleger, M.A. (2013). The Flipped Classroom: A Survey of the Research.
American Society of Engineering Education, ASEE Annual Conference.
• Brand, J. & Elbaz, D. (2016). It’s Time to Go All In on Virtual Leadership Development.
Harvard Business Publishing.
http://www.harvardbusiness.org/it%E2%80%99s-time-go-all-virtual-leadership-development
• Bryant, A. (2017). How to be the big boss: Lessons from a decade interviewing CEOs.
New York Times (October 27)
• Canwell, A., Dongrie, V., Neveras, N., Stockton, H. (2014). Leaders at all levels. Deloitte
University Press.
• Feser, C., Nielsen, N., & Rennie, M. (2017). What’s missing in leadership development?
McKinsey Quarterly
• Hanover Research Study. (2017). First time/front line manager: Market Assessment.
• Kantor, J. (2016). High Turnover Costs Way More Than You Think. HuffPost.
http://www.huffingtonpost.com/julie-kantor/high-turnover-costs-way-more-than-you-
think_b_9197238.html
References

36. References
• Kim, L. (2015). 9 Places to Learn Leadership Skills for Free. Inc.
https://www.inc.com/larry-kim/9-places-to-learn-leadership-skills-
for-free.html
• Schawbel, D. (2013). Why you can’t ignore millenials. Forbes.
https://www.forbes.com/sites/danschawbel/2013/09/04/why-you-
can’t-ignore-millenials/#5ae50686207c
• State of the American Workplace (2016). Gallup. www.gallup.com
• Ten employment trends to watch in 2011 based on nationwide
survey. Career Builder http://www.careerbuilder.com
• Tobin, D.R. & Pettingell, M. (2008). AMA Guide to management
development. AMACOM.

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