Innovation in the Classroom David Magellan Horth, Senior Fellow

Before we start….

..theres no classroom….

You have been assigned an image Please study the image at your seat In what ways does this image represent for you, how you will learn if there is no classroom to learn in? Discuss with your immediate neighbors.

Many enterprises fail because management sooner or later "loses the ability to recognize and adjust to new and changing conditions." H. Smith Richardson Creator of Vicks VapoRub Brand & Founder of CCL About CCL

Founded in 1970, when leadership development was a novel concept The brainchild of H. Smith Richardson who saw a virtuous cycle of Ideas to Action – that continues to be a guiding principle of our work Our Beginnings

A pioneer with singular focus on leadership education and research Four decades of dedicated research and practice makes us a unique contributor in the field of leadership education & development A recognized leader in executive education One of the worlds largest international, non- profit, educational institutions CCL: What we are known for

Pune Singapore For additional information, please contact me at CCLs Global Locations Addis Ababa Moscow Brussels

Challenges in Life and Work Coursework and Training Feedback, mentors and coaching 10% 20% 70% McCall, Eichinger, and Lombardo CCL The 70:20:10 phenomenon

Trends Stimulating Innovation in the Classroom a forecast for the executive education market

Leadership development is the biggest expenditure in training budget In 2010, leadership development accounted for 22% of the organizations total training budget. 11 Source: Bersin & Associates, Corporate Learning Factbook, 2011

European Foundation for Management Development European Foundation for Management Development Deans and Directors General Survey June 2010 Executive education results were mixed in % reported an increase in open programs, while 20% remained steady Custom programs saw one-third increase, while one- third remained steady Expectations for 2011 are very positive 66% of respondents expect an increase for open programs 65% expect an increase for custom programs

Trends for 2011 a forecast for the training market

HR must be driven by organizational challenges & needs Personnel Department Strategic HR Integrated Talent Management Organizational Needs- Driven HR Differentiate & Segment Talent Plan for the Future Globalize the Workforce & HR Integrate with the Work of the Organization Source: Bersin & Associates – Enterprise Learning and Talent Management 2011

42% of my colleagues rated me just fair or poor on basic business acumen. 60% of my colleagues believe HR is an administrative department, not a strategic partner. 58% of my colleagues believes HR lacks the capabilities to develop talent strategies HR 2011 Sources: Bersin & Associates – Enterprise Learning and Talent Management 2011; Talent Management Factbook 2010; Deloitte: Talent Edge 2020: Blueprints for the New Normal; Korn/Ferry Institute: Business Today Demands a Comprehensive Talent Strategy – Can HR deliver?

Good talent is hard to find…and retain. Todays workforce has fewer technical and professional skills than in previous decades Source: Bersin & Associates – Enterprise Learning and Talent Management 2011

1 in 3 high-potential employees admits to not putting all his effort into his job 1 in 4 believes he will be working for another employer in a year 1 in 5 believes her personal aspirations are quite different from what the organization has planned for her Source: Harvard Business Review – How to Keep Your Top Talent

Companies with strategic business driven talent management: 50% less turnover among high performers 29% higher on employee engagement 36% higher on leadership development 41% higher on creating a pipeline of ready successors. Source: Bersin & Associates – Enterprise Learning and Talent Management 2011

Diversity is redefined. Diversity is about age, culture, personality, skills, training, educational background and life experiences. …………………… Diversity among viewpoints leads to innovative thinking.

Top Priority: Leadership Development 22% of training budget Leadership developmentis vital to succession planning. Develop Hi-Pos Leadership at all Levels Leadership development is a top priority.

NEED: Leadership at all levels

©2010 Center for Creative Leadership. All rights reserved. 22 CCL LEADER DEVELOPMENT ROADMAP

o Write down how you are perceived in your organization using key adjectives and/or adverbs. o Whats your reputation? o What are you known for? Personal Leadership Brand

Whether you realize it or not, you have a (leadership) brand: o It is how you get work done o It is what you deliver and how you interact o Like it or not – every day is a performance review How do you think youre perceived?

1. Define what is delivered: Keeps the military employed Readily falls off walls Keeps generations of children amused 2. Use three words to describe HOW perceived by others: Risk taker, passionate, entertaining 3. Develop Tagline: Approachable, vulnerable, myth-maker Sample Leadership Brand Statement

1. Define what is delivered: Keeps the military employed Readily falls off walls Keeps generations of children amused 2. Use three words to describe HOW perceived by others: Risk taker, passionate, entertaining 3. Develop Tagline: Approachable, vulnerable, myth-maker Sample Leadership Brand Statement

Humpty Dumpty : Approachable, vulnerable, myth-maker A risk takers risk taker. He is passionate and very entertaining. Humpty is guaranteed to: Keep the military employed Fall off walls on demand Keep generations of children highly amused Sample Leadership Brand Statement

Darren Michael Harris 3.Tagline that summarizes your future brand: Getting to the Heart of the Matter 2.How you want to be seen by others o Innovative Problem Solver o Relevant o Collaborative 1.Summarize what you want to be able to deliver o Solid, robust designs and products o Novel and sustainable approaches to old and new challenges o High quality service with a smile Sample Leadership Brand

Discussion with a partner: o What brand do you want to be known for? Your Leadership Brand

Face-to-face training reigns…. 58% of training is face-to-face.

…Yet E-learning EXPLODES E-learning will see the strongest growth (15%), especially for lower leader levels in the organization.

90% of surveyed organizations said that they are using online learning programs or plan to in the next 12 months

E-learning EXPLODES 1080Group_Web_Conf_Training_Trends_2010 Opportunity for Innovation

E-learning EXPLODES 1080Group_Web_Conf_Training_Trends_2010

CCL Webinars

USA USA (2 Locations) London Israel 3 locations Addis Ababa Ireland 3 hour interactive webinar on Global Leadership

What we learned It can be done! Pushed us to focus on the essentials Pushed us to find new ways of engaging participants Client realized the limitations of e-learning Nothing is sacrosanct

Coaching market is growing.

Informal learning becomes mainstream Source: Bersin & Associates, 2009

Substituting in part for 20% and 10% Source: Bersin & Associates, 2009

On Demand E-Learning, Search, Books, Articles, Videos, Podcasts. Social Wikis, Blogs, Forums, Social Networks, Communities of Practice. Embedded Feedback, After Action Reviews, Development Planning, Quality Circles. Three categories of informal learning

Clients and Competitors Leverage Social Networking In addition to the popular social networking sites such as Facebook and LinkedIn, organizations are beginning to implement enterprise social networks

CCL DASHBOARD Mobile Learning is on the Move

Mobile Learning is on the Move

In summary 1.Business-Driven HR is necessary. 2.Good talent is hard to find…and retain. 3.Diversity is redefined. 4.Leadership Development is still a top priority. 5.Innovation & Creativity are critical leadership qualities. 6.Face-to-face training reigns. 7.E-learning explodes. 8.Coaching market is growing. 9.Informal learning becomes mainstream. 10.Clients and competitors leverage social networking. 11.Mobile learning is on the move.

All this and… 12. The client and participants are more savvy about the design of their learning. 13. They are demanding relevance and connection to their business strategy and issues. 14. They are demanding tools to help participants apply what they learn.

And there are other places we can learn Imagine the faculty are horses See Imagine learning leadership at the racetrack Leadership in the Fast Lane

Challenges in Life and Work Coursework and Training Feedback, mentors and coaching 10% 20% 70% McCall, Eichinger, and Lombardo CCL In closing

questions?

What are you taking away from this presentation? Please write down what you are taking away from this session. Six words, no more no less (this is an example)