Focal Leadership

Leadership

8 Steps to Creating a Learning & Development Strategy

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stepsCreating a Learning & Development (L&D) Strategy is a systematic process. The 8 steps below are a simple framework for working through that process. Some of the steps can be carried out in parallel, and solutions can be built over time once the over-arching strategy is established.

For many organizations the L&D framework has evolved over many years and in some instances, it is like a basement or storage locker. L&D solutions are created, have a use for a time, and then just gather dust. For some organizations the L&D curriculum has lost focus – it is a collection of solutions without a defined purpose.

Taking the opportunity to re-define and refresh an L&D strategy is a good thing.

This diagram presents a context in which an L&D strategy should be considered and defined. ALWAYS start with the organizational context!

OD framework2

 

 

For any L&D solution it doesn’t hurt to see if a Kirkpatrick Level 4 evaluation can be applied – what value will this add to the organization’s results? At the very least, any L&D solution should have a Level 3 evaluation built-in – what performance and behavior change will result and how will it be measured. Too many organizations still just use “happy sheets” (Level 1) as the evaluation method of choice.

The 8 steps listed here are a structured approach to developing or reviewing an L&D strategy. The steps might appear elementary, but many organizations’ L&D frameworks do not reflect the rigor associated with them. All L&D functions should be providing focus, strategic relevance, insight, innovation, and cost effectiveness.

  1. Define the L&D vision, goals, metrics
    Ensuring these align with the organization’s strategy and priorities, consult with all key stakeholders
  2. Inventorize all existing L&D activity:
    Name, type, objective, vendor, success measurement, occurrences
  3. Define curriculum to deliver no. 1 (consult with all key stakeholders)
    Based on organizational and role needs (not employee wish list or entitlements), innovative & applied solutions, ROI
  4. Analyze gap between no. 3 and no. 2 – rationalize curriculum
  5. Define L&D organization and process to deliver L&D strategy
    Roles, HR & business interfaces, LMS, budget, delivery, scheduling, tracking
  6. Identify priorities, design, select vendors, and schedule delivery
    “Low-hanging fruit”, local/global, leaders as teachers, blended, targeted employees
  7. Establish solutions for full curriculum
  8. Measure success and update curriculum / content as appropriate

Whether an organization uses the term curriculum, framework, or programs, L&D solutions need to fit within a strategy. Every single solution should have a relevant purpose, target group, and value.

L&D solutions should never be provided for employees because of a “how many days training per year” mindset. Far better to identify L&D solutions related to performance goals – i.e. how an L&D solution will enable more successful delivery and performance.

In addition to personal L&D solutions, there are often strategic programs defined for target groups. For example, leadership or high potential programs. These often serve a purpose to grow the capability of leaders and elevate the succession pipeline. These programs also need an evaluation rigor based on the enterprise’s needs.

Creating a meaningful and high-value L&D strategy is a contribution towards the overall organization’s strategy and value – never let it just be “something that HR does”!

6 leadership essentials in a CV

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leader resumeA CV is often the first introduction to the leadership quality of a man or woman and their reputation, career history, qualifications, and achievements. Sometimes through networking, a conference, or a recruiter introduction, an alternative introduction is provided. When companies are looking to add talent to their ranks, provide a framework for development, or fill succession plans, what are the 6 essential attributes to look for? Note – these may not be captured by an electronic screening tool, a 9-box grid, or an associate tasked with providing a shortlist!

1. Track-record of success
This may not necessarily be equivalent to long duration in corporate roles! Measured successes, tangible results, and notable transformational achievements, are all critical to knowing whether the individual can deliver. A CV that paints a picture of achievement over a 10-year career in the same company, may not be as impressive as one that shows significant achievements in 4 companies over the same time-period. A lot depends on what the company is looking for – most don’t necessarily want a slow burner, but neither do they want a firecracker.

2. Agility
A leader who has been with the same organization for 20-30 years may demonstrate commitment, application, and an ability to assimilate. But this may also demonstrate a degree of comfort, homogeneity, and myopia. The company may value stability and long-term application, but this may not provide differentiation in change, pace, and agility? This last attribute is often argued as one of the most sought after in leaders, and it is frequently learned through experiences that expand, challenge, and discomfort them. These can be found in multiple CV references, either in the same company or in many.

3. Diversity
Companies undoubtedly benefit from diverse leadership – it brings a broad range of perspectives, applications, and experiences. It is also vital that leaders develop diversity within themselves – working in different industries, geographies, and possibly careers. Continual learning is a mark of an exceptional leader, and a CV that demonstrates this will bring the benefits of diversity to the role.

4. Distinctiveness
Any good leader needs to know what he or she is good at. And a CV should demonstrate a theme throughout of how the leader’s qualifications, experience, and ambitions, have brought value to companies and individuals. A leader should be able to articulate very clearly what core skills they excel in, and how these have been developed throughout their career.

5. Gravitas
A leader’s CV should show an outstanding list of qualifications, connections, and accolades. Some of the latter might be contained in references or letters of recommendation, but they should be forthcoming regardless. Credible companies worked for with significant roles and responsibilities held, are baseline requirements for a leader’s CV.

6. A story
Reading a CV should create some intrigue and fascination as well as being statistically impressive. It’s always more beneficial to have interesting leaders with stories to tell, than it is to have a dry personality who has just delivered objectives asked of them. Leaders lead people, and people respond positively to a leader with stories.

Focal Leadership (www.focalleadership.com) has helped clients to appoint, develop, and promote leaders within the context of an overall leadership development architecture which is informed by the 6 elements above.

6 pre-requisites for a professional approach to executive coaching

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executive coachingEstablishing a professional approach to executive coaching in an organization can be challenging. Taking the randomness out of executive coaching is precisely what Focal Leadership can help organizations do. Based on direct experience of helping organizations do just that, our 1-day workshop can develop your whole HR team to serve your organization well in getting the best from executive coaching:

Executive Coaching Practice Workshop

How can you get better at facilitating executive coaching?

1. What is coaching?

Executive coaching is a profession that has exploded in the past decade. There are many who don’t fully understand what it is. This might sound elementary, but there are many variations of coaching and coaches. For example, some coaches are ‘life coaches’, others are ‘career coaches’, others are ‘business coaches’, and others are ‘performance coaches’. Some coaches practice certain approaches to coaching, e.g. Gestalt. Knowing what variations there are will help to understand how it might match the need of the client.

2. Is coaching needed?

Before committing to coaching as a solution, it’s important to understand the need. Whether it be career development, performance, transitional, or remedial, coaching may or may not be the right intervention. Coaching can be instigated as a singular solution to a need, or it can be integrated into a more modular development program.

3. How qualified is a coach?

Just because someone says they are a ‘certified coach’ doesn’t mean that they are the coach you need. Certification comes in different shapes and sizes – it can result from a 1-week on-line course, a 3-year Masters degree, or experience based on many previous assignments. Understanding the coach certification background is important to how well grounded the coach is – I have come across coaches who are retired executives who ‘just like talking to other people’!

4. How can you validate the quality of the coach?

Creating a structured interview for a coach is as important as any job interview. Getting behind the CV and references is critical. Knowing what experience the coach has of profiling tools, what psychotherapeutic approaches they favor, what their business background is, how they stay current as an executive coach, and how they would structure a coaching assignment, are all areas to explore.

5. How do you match a coach with a client?

The process for matching a coach with a client is critical. How does the chemistry work? Is a background in the same industry or profession important? What is the desired outcome of the coaching? How involved is the sponsor in the coaching engagement? Does the coaching need to be face-to-face or virtual? There are many questions to resolve before the coaching program commences.

6. How do you manage a coaching assignment?

Structured processes to set up the coaching assignment, manage it, monitor it, evaluate it, and close it, are all essential. It is also critical to have an effective contract with the coach or coaching provider to ensure that you get what you pay for.

Executive coaching can deliver results. It is also not a cheap option. Having a professional approach to providing this service to organizational leaders adds significant credibility to the HR function.

Interim leader – an answer to leading change projects

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interim leaderLeading organizational change projects is a critical resourcing challenge for many organizations – an interim leader can be the ideal solution.

In XLR8, John Kotter paints a picture of the world of work; “The world is now changing at a rate at which the basic systems, structures, and cultures built over the past century cannot keep up with the demands being placed on them”. He discusses a constant organizational challenge related to this: “You find yourself going back again and again to the same small number of trusted people to lead key initiatives. That puts obvious limits on what can be done and at what speed”. One way in which Kotter suggests this challenge can be alleviated is to, “selectively hire people who see and appreciate the true turbulence you face”. This is an opportunity for an interim leader.

To find a leader who is both incredibly knowledgeable, gifted in leading change, disciplined in project management, and available, is no mean feat! For many organizations, this list of change leaders is small. To address the constant demands for organizational agility and change, John Kotter discusses the need for a dual operating system – the traditional hierarchy, supplemented by the addition of a network (diagonal slice of representatives within the organization), to provide for more agile, change-oriented processes. This makes a lot of sense, but the challenge remains as to the “A” team required to lead network teams, as well as being critical leaders in the hierarchy.

An interim leader is often an experienced senior leader who has been at the helm of many change projects. He or she is motivated to work in fast-pace environments, pick up the pace quickly, organize resources, and focus on delivery – without being distracted by internal career ambitions or politics. The advantages of an interim leader over a large consultancy, are that he or she often encapsulates many skills in one body, doesn’t bring overheads or proprietary methodologies, and is a treasure-trove of experience and success dedicated to the client. Not only can an interim leader deliver critical change projects, but he or she often brings insight to organizations on other areas of transformation.

My final quote from John Kotter’s book XLR8 is; “We cannot discount the daily demands of running a company, which traditional hierarchies and managerial processes can still do very well. What they do not do well is identify the most important hazards or opportunities early enough, formulate innovative strategic initiatives nimbly enough, and (especially) execute those initiatives fast enough.” An interim leader provides a significant resource to address this challenge. Bringing in an interim leader who has had success in delivery transformational projects elsewhere, provides an opportunity for a truly inspirational leader to stimulate an organization from the inside-out.

Focal Leadership is now offering a 1-day workshop for senior business and HR leaders, based on the upcoming publication Rise of the Gig Leaders, which defines the role of an interim leader and facilitates the creation of a business case for their engagement. If you would like to know more, please use the contact form on the Focal Leadership website www.focalleadership.com

Why an interim leader makes sense!

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interim leaderThe concept of hiring an interim leader is increasingly relevant in today’s world, but many resourcing professionals and senior leaders still lag behind in their understanding of what an interim leader can offer.

Agility, transformation, and execution are three of the most used words in organizational development. These three words also define the sweet spot of interim leaders to accelerate organizational growth and lead change. An interim leader is a seasoned professional who has held executive level or head of function roles in several organizations. He or she has chosen to work as an interim leader because of an appetite to achieve quick results, deliver key projects, and make an impact in the evolution of organizations. He or she can do this better than most and has an impressive CV that demonstrates organizational savvy, a successful track-record, and gravitas.

The UK-based Interim Management Association defines an interim leader as:
• A top-level independent executive or project manager
• An expert in his or her field
• A high-level performer with a track-record of quantifiable achievement
• A possessor of drive and energy
• A perceptive individual capable of adapting to new environments and delivering results
• Available immediately

The focus on change management professionals to support organizational projects is perhaps more prevalent now than at any previous time. I would question the preference for professionals who know how to follow a change management methodology over an interim leader who can offer a rich and powerful contribution to achieve organizational breakthroughs. Organizations also benefit by supplementing their permanent leadership with interim leaders who bring objectivity, innovation, and a passion to achieve results without the overheads of politics and career ambition.

Why consider an interim leader as opposed to a traditional consulting firm? First let me say that both options offer many positive elements to support organizational growth. But while a consulting firm might have a wealth of highly intelligent consultants, well-oiled methodologies, and scale, an interim leader brings the benefits of experience, leadership, and tenacity to deliver. An interim leader often bears the scars of organizational realities, knows how to lead from within rather than influence from without, and has a breadth of skills in one person rather than spread across many. Engaging an interim leader who has delivered similar projects before (perhaps many times), ensures a fast start, familiarity with the issues, and an ability to adapt to culture and context better than any other professional.

Interim leaders are often tasked with leading change projects, sometimes leading teams, but rarely leading business as usual activities. An interim leader knows how to read organizations, people, and cultures because of their experience. He or she is often highly emotionally intelligent as well as being a subject-matter expert. Being able to impress executive teams, provide credible influence, and challenge the status quo – these are all ‘norms’ for an interim leader.

If this blog has sparked your curiosity about interim leaders and you would like to know more, please contact me using the contact form on the Focal Leadership website www.focalleadership.com