The Role of Exposure in Leadership Development How Leaders Really Learn

Transcription

1 The Role of Exposure in Leadership Development How Leaders Really Learn Andrea Derler, Ph.D., Leadership and Succession Research Leader, Bersin by Deloitte, Deloitte Consulting LLP Dani Johnson, VP for Learning and Development, Bersin by Deloitte, Deloitte Consulting LLP

2 Content The Challenge: Making Leadership Development Stick Continuous Learning for Leaders Examples of Exposure in leadership development Considering and Promoting Exposure as a leadership development method Q & A Copyright 2017 Deloitte Development LLC. All rights reserved. 2

3 The Challenge: Making Leadership Development Stick Copyright 2017 Deloitte Development LLC. All rights reserved.

4 I was teaching a flagship two-day program, and one of the participants was extremely interested and enthused about the course. Four months later, I met him again and asked him how things were going since we last met at the training event and probed: What about your commitments you made during class and the things you held so dearly? His response was frustrating and enlightening at the same time: Nothing stuck. I didn t have time. Once I stepped back into the real world, everything I learned was washed away. Adobe Director of Leadership and Talent Development, EMEA Region Copyright 2017 Deloitte Development LLC. All rights reserved. 4

5 Most organizations use Education and Experience % of organizations surveyed that are using X for Leadership Development 90% 80% 70% 60% 50% 40% 30% 20% 10% 84% 76% 53% 40% 0% Education Experience Exposure Environment Source: High-Impact Leadership research, Bersin by Deloitte, 2016 Copyright 2017 Deloitte Development LLC. All rights reserved. 5

6 Percent of Leaders Displaying Business-Critical Leadership Capabilities % of Leaders Displaying These Critical Capabilities 60% 44% 48% 44% Commercial acumen Drive change Build talent IMPORTANT BUSINESS DRIVERS Source: High-Impact Leadership research, Bersin by Deloitte, 2016 Copyright 2017 Deloitte Development LLC. All rights reserved. 6

7 Polling Question Which one of these business critical leadership capabilities present the biggest development gap in your organization? 1. Commercial Acumen 2. Driving Change 3. Building talent Copyright 2017 Deloitte Development LLC. All rights reserved. 7

8 Continuous Learning for Leaders Copyright 2017 Deloitte Development LLC. All rights reserved.

9 The Continuous Learning Model Immediate Performance support and other tools for point-of-need learning Q: What do I need to support my success in the moment? Intermediate Current job development and competency expansion Q: What do I need to grow in my current role? Transitional Development of skills and relationships that will meet longterm business goals Q: What do I need to grow in my career? Source: The Continuous Learning Model, Bersin by Deloitte/Dani Johnson, 2015 Copyright 2017 Deloitte Development LLC. All rights reserved. 9

10 The Continuous Learning Model applied to Leadership Development Examples: Face-to-Face training E-Learning Assessments Examples: Peer feedback Customer interactions Networking and Social Media Examples: Stretch assignments Job rotations Business projects Examples: Tools and infrastructure Libraries and Wikis Business Performance Dashboards Source: High-Impact Leadership Research, Bersin by Deloitte/Deloitte Consulting LLP, 2017 Copyright 2017 Deloitte Development LLC. All rights reserved. 10

11 Polling Question Which one of these learning methods does your organization offer for leadership development? 1. Education 2. Experience 3. Exposure 4. Environment Copyright 2017 Deloitte Development LLC. All rights reserved. 11

12 Exposure in leadership development Relationships that encourage learning Interactions with: Peers Thought leaders Professionals Networks Source: High-Impact Leadership research, Bersin by Deloitte, X 3X more likely to excel at anticipating and responding to change more likely To excel at identifying and developing leaders 2X more likely to excel at innovating Copyright 2017 Deloitte Development LLC. All rights reserved. 12

13 The New Leadership Maturity Model Level 4 Systemic Leadership Exposure, Experience, Education & Environment for Leadership Development Risk-Taking Encouraged Knowledge Highly Valued & Enabled Leadership Model Well-Communicated HR & Business Leaders Regularly Collaborate for Leader Development Matrix Structures Outweigh Traditional Structures Strong Leader Pipeline for Key Positions 7% Level 3 Scalable Leadership Exposure, Experience & Education for Leadership Development Some Risk-Taking Knowledge-Sharing Becomes Important Attempts to Communicate the Leadership Model Are Made HR & Business Leaders Collaborate for Leader Development Increased Matrix Structure Existing Leader Pipeline for Key Positions 18% B e r s i n b y D e l o i t t e Level 2 Level 1 Integrated Leadership Experience & Education for Leadership Development Risk-Adverse Little Knowledge-Sharing Leadership Model Exists but Not Communicated Little Collaboration between HR & Business Leaders for Leader Development Half Matrix, Half Traditional Organizational Structure Weak Leader Pipeline for Key Positions Foundational Leadership Education As Primary Leadership Development Method Risk-Intolerant No Knowledge-Sharing Lacks a Leadership Model HR & Business Leaders Do Not Collaborate on Leader Development Typically Functional / Divisional / Regional Organizational Structure No Leadership Pipeline for Key Positions 58% 17% Source: High-Impact Leadership research, Bersin by Deloitte, 2016 Copyright 2017 Deloitte Development LLC. All rights reserved. 13

14 Examples of Exposure in Leadership Development Copyright 2017 Deloitte Development LLC. All rights reserved.

15 Exposure: a proxy for leadership networks Questions for the individual learner: Who is an example of what I aspire towards? Who can provide constructive feedback to me? Who would be a strong network tie? Copyright 2017 Deloitte Development LLC. All rights reserved. 15

16 Leadership Pods (Adobe) Enable groups of highly diverse leaders to meet and learn from each other on a regular basis Establish accountability networks in which individual leaders support each other Facilitate behavioral change through regular peer interactions with specific learning targets Copyright 2017 Deloitte Development LLC. All rights reserved. 16

17 Multigenerational Round Tables (Merck) Facilitate mutual leadership development for Millennial and senior leaders of the organization Offer young potential leaders networking opportunities with senior leaders Expose various leadership generations to learning from otherwise unknown leader segments in the company

18 Reverse Mentoring Programs Apply social learning to nontraditional peer relationships (e.g., multiple generations) Allow for agile and flexible leadership development due to its lack of prescribed content Create mentoring relationships that are independent and self-sustaining Enable peer-oriented development that is mainly self-directed and available on-demand Copyright 2017 Deloitte Development LLC. All rights reserved. 18

19 External Mentoring (Transportation Company) Form networks of organizations and its leaders beyond organizational boundaries Help to broaden leaders perspectives through exposure to external feedback Copyright 2017 Deloitte Development LLC. All rights reserved. 19

20 Immersion in Foreign Contexts Encourage leaders self-directed and continuous development and learning outside of their known realms Facilitate the establishment of a collective leadership culture of collaboration and leadership development Copyright 2017 Deloitte Development LLC. All rights reserved. 20

21 Polling Question Which one of these Exposure-type learning approaches are already in use in your organization? 1. Leadership Pods 2. Multigenerational Round Tables 3. Reverse Mentoring 4. External Mentoring 5. Immersion in Foreign Contexts Copyright 2017 Deloitte Development LLC. All rights reserved. 21

22 Considering and Promoting Exposure as a leadership development method Copyright 2017 Deloitte Development LLC. All rights reserved.

23 Things to Consider when using Exposure for leadership development Internal / External Networks HR as Facilitator Agile Learning Exposure Mutual Accountability Semiformal / Informal Continuous Learning Copyright 2017 Deloitte Development LLC. All rights reserved. 23

24 How to promote Exposure for leadership development Organizational Benefits: Cost-effective and impactful Agile, flexible and real-time learning Engaging leaders in developing self and others Enable leader networks within the organization Communicates the leadership model Helps discover hidden leader talent Individual Benefits: Discussions help learn about leadership Facilitates behavioral change, making learning sticky Helps digest learning content in a safe environment Encourages the sharing of information and feedback with other leaders Exposes nascent leaders to observe, emulate and be known by Makes leaders feel less alone with leadership issues Source: Copyright Bersin 2017 by Deloitte, Development Deloitte Consulting LLC. All rights LLP 2017 reserved. 24

25 Q&A Copyright 2017 Deloitte Development LLC. All rights reserved. 25

26 About Deloitte As used in this document, Deloitte means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the Deloitte Network ) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. Copyright 2017 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited