Sean P. KennedySenior Strategic Relationship Manager

Harvard Business Publishing

ALIGNING LEADERSHIP DEVELOPMENT WITH CORPORATE

STRATEGYCOMMON CHALLENGES

EVEN THE BEST STRATEGIES ARE POORLY EXECUTED

According to research by HBS Professor John Kotter, 70% of major corporate initiatives fail. Initiatives are scrapped before launch Change fails to take root Timelines and targets are missed by large margins

Strategy never makes it out of the executive suite. Plans are formulated in isolation Goals and incentives are not aligned Initiatives are perceived as flavor-of-the-month

Corporate strategy fails when it is not translated into frontline action.

LEADERSHIP TURNOVER STALLS PROGRESS

According to transitions expert Michael Watkins, roughly 25% of managers in Fortune 500 organizations move into new roles each year.

Many fall into common traps that sap their ability to be effective

Even successful transitions take months before leaders have a positive net impact on the organization

Few organizations put effective processes in place to accelerate the contribution of leaders in new roles.

LEADERSHIP PIPELINE IS INADEQUATE TO FUEL GROWTH

In a recent HBP study, 30% of organizations report that they are already struggling to fill leadership positions. An additional 46% anticipate significant shortages within 3-5 years. Over-reliance on outside hires Too few “ready-now’s” Loss of talent in key populations

Growth plans are delayed Promising initiatives are not pursued. Pace of geographic expansion is slowed.

Organizations spend increasing amounts of energy assessing potential, but the pool of qualified candidates for succession is shrinking.

LEADERSHIP DEVELOPMENT DOESN’T REFLECT THE STRATEGY

According to research from Dave Ulrich and Norm Smallwood, 60 – 70% of leadership consists of following the Leadership Code The basic skills of leadership Common across organizations

The other 30 – 40% consists of Leadership Differentiators Competencies that set you apart from the competition Leader behaviors that align with customer expectations Skills that enable your unique value proposition

Most broad-based development initiatives are based on competency models that are all but interchangeable.

TRADITIONAL ILT PREDOMINATES

Majority of Development is Event-Based Learning is isolated from work No structures to drive behavior change

Availability is Limited New leaders get trained after 1-2 years in role Non-HQ staff feel ignored Units cobble together local solutions

Costs are High Travel costs and time away from office Central and local spends are not coordinated

Companies still lag in taking advantage of innovative delivery methods to better serve their diverse populations

EXECUTIVES QUESTION THE VALUE OF THE INVESTMENT

Traditional Training Metrics Dominate “Smile sheets” Hours of training delivered Completion rates and test scores

Leadership Development Budgets are Vulnerable Focus is on cost containment Arbitrary cuts are demanded New funding requests are frequently denied

Firms continue to employ learning measurement strategies that emphasize activity over impact.

LEADER EFFECTIVENESS• Learner

Surveys• 360 Feedback

Deltas• Employee

Surveys• Action Plan

Data

STRATEGY EXECUTION• Awareness of

Strategy• Action

Learning Projects

• Key Initiative Milestones

• Top and Bottom Line Performance

LEADERSHIP PIPELINE• Turnover

Ratios• Percent Ready-

Now’s• Time to Fill

Leadership Positions

• Bench Strength in Pivotal Roles

CULTURE/BRAND• External

Awareness of Leader Brand

• Customer Satisfaction Scores

• Employer of Choice Measures

• P/E Ratio

WHO WE ARE

HARVARD BUSINESS SCHOOL MBA PROGRAM

• Individual Focus• On Campus Experience• Candidate Pool

EXECUTIVE EDUCATION• Highly Targeted Audience• On Campus Experience• Develop Highest Levels

HARVARD BUSINESS PUBLISHING• Scalable Audience• Wherever You Are• Drive Learning at All Levels

LEADERSHIP DEVELOPMENT PHILOSOPHY Rooted in 100 years of HBS History

Learning from Others Participant Centered Learning (Case Method) Learning from experts and peers Reflection, discussion, and questioning

Learning by Doing Action learning Structured reflection Performance support

Leader-as-Teacher Creating models of success Building teachable points of view Becoming a “teacher” reinforces learning

OUR APPROACH

StrategicImperatives

OrganizationalEffectiveness

Leaders inTransition

Executives

Senior Leaders

Mid-Level Managers

Frontline Leaders

Performance Management

Team Leadership

Communication Skills

Business Acumen

Decision Making

Employee Development

Growth

Innovation

Change

Newly Promoted

Leaders

High Potential / Emerging

Leaders

New Managers

Building the Business

Building Skills Building Pipeline

Learning Architecture

Increase Reach and Scale of Leader Development Offer an integrated portfolio of programs Vary delivery methods to optimize the investment Combine delivery methods to maximize

effectiveness

Enable Your Strategy Target key business challenges Target “pivotal” populations and skills Drive action with strategy-focused programs

Build Your Leadership Brand Target key skills and competencies Transmit culture with leaders-as-teachers

Build Your Leadership Pipeline Build effectiveness within levels Support newly promoted managers Target investments in hi-potential and emerging

leaders

ENGAGING EMPLOYEES IN YOUR STRATEGYResource Centers

Frame Key Strategic Issues Insights from our Experts Messages from your Executives

Spark New Thinking Discussion Guides Conversation Starters

Drive Behavior Change Manager Toolkits Action Plans

CONNECTING LEADERS ACROSS YOUR COMPANYBlended Cohort-Based Programs

Bring Expert Perspective Sessions with HBP and Internal Experts Access to Content from Thought Leaders

Foster Peer-to-Peer Learning Virtual Cohort Groups Moderated Discussions Peer Directories

Drive Behavior Change Action Learning Teams Application Exercises

REACHING MANAGERS WHERE AND WHEN THEY NEEDTailored Online Learning

Scale with the Highest Quality Performance support resources Online courses and tutorials Simulations

Target Your Needs Key behaviors Levels of competency

Guide Learning Paths by level Paths by development need Paths by task

Drive Behavior Change Application Tools Action Plans

IMPLEMENTATION AND LEARNING SERVICES

STRATEGIC PARTNER

IMPLEMENTATION PARTNER

CONTENT PARTNER

YOUR GOALS

Transform Leader DevelopmentDrive Strategic

Initiatives

Launch New Initiatives

Test Innovative Approaches

Drive Transfer/Impact

Source ContentAugment Existing

Programs

NEEDS ASSESSMENT

Executive InterviewsProcess Reviews

Stakeholder Focus Groups

Stakeholder Interviews

Learner SurveysLearner Focus Groups

Competency Frameworks

Assessment DataLearning Objectives

DELIVERABLES

Leadership Development Architecture

Curriculum Designs

Program DesignsCustomizationsProject PlansFacilitation Assistance

Content MapsTemplates

Technical Assistance

MORE INFORMATION:

skennedy@harvardbusiness.org

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