1. “From the Top”: Trends in Leadership Development and Learning
Contact: ;
Thank you to ATD for hosting this conversation and to Ryan Curran for extending a personal invitation
Harris R. Ginsberg, Ph.D.
Connecticut Chapter, ATD
East Hartford, CT, June 11, 2015

2. “Leading in the New World of work”
“In today’s competitive business environment and rapidly evolving world of work, organizations must
Continuously develop a robust portfolio of leaders who are ready to engage employees,
Push forward growth strategies, drive innovation, and work directly with customers.
Companies that fail to invest continuously in the leaders of tomorrow may find themselves falling behind their competitors.”
Earlier in 2015, Bersin published their Global Human Capital Trend report.
It is striking that their findings resonated for many of us who were inside Fortune 100 companies at the time.
Create a pipeline. Leaders worry about their legacy in establishing companies that will last and weather fiscal storms
Align with GROWTH, INNOVATION and CUSTOMERS
Invest in developing; it doesn’t happen through hope, faith and prayer.
The comments I will make are based on my experience over the last 30 years in corporate America and from more recent conversations at the Conference Board and SIOP events on leadership and organizational capability in April and May.
Source: Bersin Global Human Capital Trends, 2015
Contact: ;

3. Ultimate Goal of Talent Development
Establish a robust pipeline of talent to lead the organization over the course of the next decade or longer
Ensure the right talent is in place for the right opportunities at the right time.
How many of you report into a Talent Management or Talent Development team?
How many of you consult to professionals in those disciplines?
How many of you would agree that the ultimate goal of talent development is ensuring leaders are ready to take accountability and assume responsibility for future of the enterprise?

4. Defining the Conversation
Leadership Capability
Changing Markets
Learning Design
What concerns large global companies about leadership capability?
How are companies redefining their approach to identifying and developing leaders for the future?
What are the trends in the learning experience of future leaders?
What outcomes are most desirable?
Our topic today concerns the ability of learning organizations to meet the needs of three constituencies
Learners
The organization today
The future of the organization tomorrow
Learners learn differently
Organizations strive to pare back or rebalance their investment
Face-toi0-face learning costs exponentially more than self-paced learning
Linked in just bought Linda.com and we will see more consolidations and Learning-on-Demand on the web and in the enterprise. Harvard Manage Mentor released a mobile app to appeal to “learning at your fingertips”. When we introduced it at Pfizer, the regions (specifically EMEA and AP) immediately accessed learning content on their cell-phones. User-ship jumped significantly on mobile (not on PC-based application).

5. Forces of Change Global Markets
Global Workforce and generational factors
Social Media
Changing nature of Work
Changes in learning methodology, applications, and outcomes
Pressure on HR to partner effectively with the business
So, what is prompting change in leadership learning?
Global Markets… the consumer drives the experience, wanting immediate information, best pricing, most effective and accurate information
Global Workforce and generational factors; the face of the workforce changes globally…. China, India, emerging economies; developed world, generational differences and demands on organizations (explicit or implicit)
Social Media … changes the speed and distribution of information
Changing nature of Work; service jobs, manufacturing jobs, off-shore, on-shore, outsourced, knowledge worker
Changes in learning methodology, applications, and outcomes: on-demand, synchronous, asynchronous; university and college learning modalities change to meet the styles of students who then look to continue learning in the workplace as they did in university; collaborative projects, global projects, autonomy
Pressure on HR to partner effectively with the business: HR has demanded a seat at the table. In many organizations, that battle has been won… now the question is how HR delivers business value to their organizations and enable their teams to step into and deliver results in more consultative roles. No longer a question of skilling up, now its about demonstrating the competency.
Contact: ;

6. A Context for Talent Management: A Talent Lifecycle
Recruit/Hire
Internal and external recruitment
Selection process
Onboard
Orientation
Assimilation
Identify/Grow
Talent planning & calibration
Succession Development
Retain/Shed
Promote
Separate
Engage/
Include
Town halls
Communications,
Leaders teaching leaders
Communities of Practice
Diversity
Train/Develop
IDP
Learning
Mentoring
Coaching
So, lets take a look at a mode that helps put learning into context… learning is evergreen and occurs at many pinch-points in an employee’s career. What is learned may differ. But the act and process of acquiring skill, upgrading capability, and developing others is an ongoing journey

7. Key pivot points for talent development to impact success?
Career Stage Onboarding
Career Stage First Level Manager
Career Stage Manager of Managers
Career Stage Leader of Leaders
Career Stage Enterprise Leader
Transition to Managing Others
Transition to Managing Managers
Transition to Senior Leader
Transition to Leader of Leaders
Transition to Colleague
Senior Leader
Manager
Colleague
Key pivot points for talent development to impact success?
And there are predictable points on an employee’s career where investment in learning is key otherwise they implode or miss a critical :”turning point” where they are responsible for a different set of outcomes than in their prior roles.
If the don’t adapt, they are ill-suited for their role and need re-training or re-deployment.
For most organizations, the models on these charts helps identify two major thrusts of learning today and in the future. Invest in two groups
Those making transitions
Those who maintained sustain the engine of profitability for the organization
One is HIGH-TOUCH, the other is LOW Touch/HIGH Tech
One costs $1000s and the other $100’s
Everyone deserves learning, growth and opportunity; yet the extent and depth will vary.
For those in transition, upon whom the organization depends for the welfare and performance of larger teams, they likely require r=greater investments… some in formal learning, but often in experiential learning that takes advantages of their fears ad mistakes, helps them self-reflect, self-correct and rise to a higher level of leadership sophistication and expertise.
*The Leadership Pipeline: How to Build the Leadership-Powered Company
Charan, Drotter, Noel` 7

8. Designing Around Experiences: more than action learning projects
70%
Experience
Internal and External R&D
Investor Relations
Government Relations
Meaningful outcome-based project
We in the learning and development space claim that learning occurs through three large categories (based on a study at the Center for Creative Leadership that was a breakthrough in the late 1980’s.
Today, experts question the real distribution of learning outcomes. It is true that learning occurs in three ways, but it is more likely that formal learning occurs at 20%, Social learning occurs at 24% and experiential learning at 56% (plus or minus 3%)
Nevertheless, organizations have generated lists of examples for managers and employees to se in development planning; look at the Lominger or DDI guidebooks and there are hundreds of examples of how people can learn through various generic experiences. I firmly believe that the best way to generate ideas for learning on the job and from interactions with others is to observe what happens naturally in one’s daily work. For learning professionals, as they design, the best opportunity is to look at adjacent spaces.
At IBM, I leveraged Marketing, Communications and other staff functions who often “owned” activities that offered substantial exposure and learning opportunities.
At ADP, working with the leaders of the organizations often generated real action planning projects; not many senior leaders will reject an offer of 25 high-potential leaders from across the enterprise to solve a problem or scope an opportunity.
At Pfizer, I partnered with Corporate Social Responsibility, Investor Relations, R&D, Communications, and Finance to leverage existing activities that high potential leaders could derive value and insights.
20%
Feedback & Coaching
Executive Assessment and Coaching
CEO and CFO “Unplugged”
Mentoring & Coaching
Managers
10%
Training
Media Training & presence
Energy Management
Simulations and practical application of skills-based learning

9. Senior Leader Commitment
Identify the business case for leadership development
Factual; evidence based analytics
Succession planning roll-ups
Plan a communications strategy
HR & Global Talent leaders
Business leaders; Advisory Councils
Design learning around key business drivers of the future
Invite senior leaders to weigh in on the design
Establish trusted relations with CEO staff
Plan and adapt
Leverage existing internal capability and events
Coordinate with corporate communications/investor relations calendars
Schedule roundtables, breakfasts early
I am often asked, how do you get the attention of senior leaders to fund and sustain their interest in development programs.
Visibility – Pat Saulsbery at Chase
Legacy – JPMorgan, Pfizer, J&J
Relevance – Pharma 2020
Alignment – Advisory Councils
Food and Cocktails - Nextgen
Contact: ;

10. Questions and Answers
Questions? Comments?
Sum up

11. About HRGConsulting
HRGConsulting provides solutions to optimize performance of organizations and individuals; we partner with a network of seasoned professionals with diverse expertise and backgrounds to
Deliver results-driven coaching that produces business outcomes
Provide thought partnership to enhance strategic integrated performance management, individual development planning, learning and development practices and succession management
Design, develop, and implement innovative leadership development solutions within the organizational context in which individuals perform real work
Contact: ;

12. Our Services Individual Leadership Executive Coaching and Development
Onboarding and Assimilation
Executive Assessment
Team Optimization
Team effectiveness assessment and capability building
Alignment of team leadership with organizational impact
Organizational Impact
High potential and leadership development
Large scale change initiatives
Leveraging leaders to motivate and engage employees
Contact: ;

13. Background & Credentials
Ph.D. in Counseling Psychology at the University of Pennsylvania, minors in Adult Learning (School of Education) and Organizational Behavior (Wharton)
M.Ed. in Counseling at the University of Hartford
B.S. in Psychology at Union College (Schenectady)
Licensed psychologist in NY State.
Serves on the Conference Board’s Advisory Board on Executive Coaching and served on the Conference Board’s Talent Management Council.
Contributed to Executive Coaching for Results: the Definitive Guide to Developing Organizational Leaders (2007).
Taught at the Choate Rosemary Hall School, University of Delaware, Pace University and New York University.
Contact: ;

14. Client List Clients include: IBM Bunge Agribusiness NFL
MEAG-NY
Benjamin Moore
Leadership roles at:
Pfizer
IBM
JPMorgan Chase
ADP Inc.
UST Inc.
Chemtura
Citibank
Colgate Palmolive
Speaking engagements:
The Conference Board conferences on Leadership Development: Executive Coaching
Society for Industrial and Organizational Psychology (SIOP)
Boston University Executive Development Roundtable
Society for Human Resource Management (SHRM)
Contact: ;