We work with organizations to build a stronger leadership bench.
Development Opportunities Which Engage Employees
Many of the world’s best performing organizations are focused on encouraging key behaviors that drive high performance and engagement. Studies consistently show that after recognition, development is the strongest way to increase employee engagement. In fact, giving an employee a path to career development recognizes their achievements and abilities and sends a strong signal about the organization’s confidence in their upward mobility.
Our offerings are an intensive investment in executive talent, with workshops and extended format forums which challenge and stretch high potential employees to learn, grow, contribute and succeed.
A Diverse Workforce Is Critical For A Healthy Bottom Line
Organizations with a gender diverse leadership enjoy 39% higher customer satisfaction, 22% greater productivity, 14% higher revenues and 27% higher profitability in addition to significantly higher returns on equity, operating profit and stock price. If the gender diverse businesses also have a highly engaged workforce, financial performance improves dramatically, with a 46% higher increase in comparable revenue and 58% higher net profit. (Gallup)
Diversity of thought offered through different points of view, which come from people who have varied backgrounds, experiences, and perspectives, sets the stage for greater innovation and better corporate decision making. This is particularly true when the make-up of an organization's workforce mirrors its customer/client/shareholder base and the communities it works in and serves.
We Don't Train Leaders: We Develop Leaders
Talent is the single biggest driver of organizational performance and leadership development has been identified by executives as one of their top three human capital priorities.
According to the American Society of Training and Development, U.S. businesses spend more than $170 billion dollars on that talent for leadership-based curriculum, with most of those dollars being spent on “Leadership Training.” Yet a survey by research firm Brandon Hall Group found that 75 percent of respondents described their leadership development programs as “ineffective.”
Here’s what’s you need to know: The #1 reason leadership programs fail is training.
Although the terms development and training have somehow become synonymous, they are very different. It’s not merely semantics. This gets to the heart of how talent is fostered and the cultural attitude of the organization toward growth opportunities and advancement.
Training equips people to do a specific task, providing the basic, foundational knowledge necessary to bring employees up to a basic performance competency level. It usually involves a structured, standardized, rigid curriculum which prepares employees to effectively carry out job responsibilities. Training is also a sort of rote indoctrination process, a one-way flow of information which assumes a specific, correct way to do things.
While training certainly has its place, leaders need to be developed.
Development prepares employees to take on stretch assignments. It both enhances the capabilities associated with the current role and prepares the delegate to prepare for future opportunities. It looks for ways to create innovative solutions, celebrate different points of view and toss out the status quo while letting the delegate fail and learn from mistakes.
Development provides relevant, valuable and actionable content, information and experiences which enhance critical thinking. It maximizes delegate potential with a focus on effectiveness, performance and an upward growth trajectory. It allows the delegate to step outside their comfort zone – and outside their reporting structure to expand their influence and experience.
Development should be transformational, not transactional, focusing on the delegate’s evolving needs for future assignments and not the current role. It focuses on long term thinking, not just short term gains.
Development is a critical employee retention and engagement tool. Many of the world’s best performing organizations are focused on encouraging key behaviors that drive high performance and engagement. Studies consistently show that after recognition, development is the strongest way to increase employee engagement.
Development is something employees embrace, because it makes them stronger contributors and keeps them growing, both professionally and personally. Giving an employee a path to career development recognizes both their achievements and abilities, sending a strong signal about the organization’s confidence in their upward mobility. By investing in your employees, you are providing a tangible show of faith in their value.
Development is a marathon, not a sprint. Leadership lies on a continuum, and development should provide room for unrestricted growth, development, and maturation.