Better Equip Leaders for Turbulent Times

Iterative programs

Most organizations try to predict which capabilities leaders will need in the future. Often, to cover all their bases, they also develop leaders across a wide range of capabilities to prepare for every eventuality. In looking ahead, though, many of these development processes are linear, and end up producing an out-of-date solution by the time a leader has completed all the steps. An iterative design allows for change as feedback comes in.

“ Inclusive environments aren’t just nice to have — they are a mission-critical priority”

William Hill, a U.K.-based gaming company, realized its development programs couldn’t keep up with fast-changing business needs and leadership roles, so L&D purposely built room for organic growth into its development program for high-potential employees (HIPOs). The approach adopts a build-as-you-go modular approach, and involves senior management and HIPOs as active co-designers of the program.

Diverse perspectives

Organizations are more and more global, diverse and collaborative, so inclusive environments aren’t just nice to have — they are a mission-critical priority. For those in doubt, note that our research shows leaders who effectively manage across diverse cultures outperform their peers who struggle in this metric. If L&D improves the ability to manage and proliferate diversity, they will further the business value of their leaders.

“ Leaders aren’t a homogeneous group; they have individual needs that vary widely”

Red Hat, a software company headquartered in North Carolina, promotes inclusion with open decision making. The decision process doesn’t just rely on people in a certain role or at a certain level of seniority; rather, it includes the right people — those affected or surprised by the decision, and those who care about it.

Personalized development

L&D favors universal competency models for universal work contexts, because they are scalable for large organizations. But leaders aren’t a homogeneous group; they have individual needs that vary widely based on role, team, organization and external environment. To ensure leaders can perform at their best even as conditions change, L&D must be personalized to the needs of the individual.

Microsoft India, a subsidiary of the American software company, created a cloud-enabled training app that enables a personalized focus that can still be scaled to a large audience of leaders. The ASPIRE app, which is part of a broader 12-month customized leader development program, allows leaders to guide themselves through the program and then offers post-program support.