Senior talent and leadership development executives shared stories, case studies, lessons learned, and best practices regarding how some learning, talent, and leadership development groups are implementing innovative leadership development. Including the issues, they struggle with to align their leadership development with their business strategy, how to accelerate the growth of crucial leader talent, and how to effectively develop millennial and global leaders.
To help guide this roundtable discussion, panelists share:
- Research from leading academicians such as Jay Conger at The Kravis Leadership Institute, Cisco, and others indicates that collaboration is a critical success factor for effective leaders and build a partnership on three (3) foundations: technology, process, and culture. Let's take a closer look at the culture component. How do active organizations go about creating a culture of shared goals rather than a culture of internal competition with a silo mentality? What organizations are iconic in this space? And why? (PS -- I had hoped to share with you the presentation that I heard last week from Conger on this topic, but not going to happen -- I'm sorry! No sharing approval at this time!).
- How are organizations evolving their performance management philosophy and process to align with our new work environment/complexity?
- Many of our organizations today have fewer hierarchical levels and more permeable boundaries functionally and organizationally. Research shows that appropriate organizational network connectivity is an effective way to enable leaders to handle complexity and has a substantial impact on business performance. How are organizations implementing inter- (between companies) and intra- (within a company) organizational networking?
- What is the impact of millennial leaders' expectations of development on how we think about leadership development? And, how do we get millennial leaders to adapt to the demands of leadership development? What is the call to action?
