Your HR team is struggling with leadership development. What are the best tools to help them succeed?

When considering a group, it is essential to start by defining what the future state looks like, which entails upfront alignment with business strategy and top leadership. Then, an assessment of current state will identify those key gaps to focus on for individual and/or collective development plans. In my view, the choice of assessment tool(s) is less critical than ensuring that the initial consultative piece of work is clear and aligned with key stakeholders (really understanding where the organisation is heading and the key competencies and behaviours needed to get there). In addition, these competencies and behaviours should be role-modelled from the top down, continually assessed and openly communicated internally.

One of the first things to be clear on is current capabilities vs what is required vs succession. Bridging the gap to what is required now is important of course, but planning ahead for potential movement by way of succession planning is also critical. Various assessment tools can measure the here, now.. but this must also be tracked and revisited over time. Effective performance management frameworks based on objectivity should be used, and development plans put in place (which again must be tracked for effectiveness); as much emphasis should be placed on these objectives as is placed on performance KPI's to ensure the organization has the capabilities required today and tomorrow!

Firstly we need to identify if the practice of identifying top talents in the organization exists or not. Secondly, a comprehensive training program needs to be curated for the identified talents. Thirdly, we need to assess if these colleagues are exhibiting company's value, mission, etc. It is important that the top talents get right tools during the training period to grow and develop as a leader. Since leadership is more about responsibility than a position HR has to ensure they are empathetic towards the feedback they received and solve them in the interest of the company and the employees. This also calls for a healthy work environment where top talents are supported by fellow colleagues to grow as a leader.

As always, I must disclose my bias upfront. I love a good assessment. But first, it’s critical to figure out what needs to be measured. Do you want individuals to operate from a position of strength? If so CliftonStrengths might be your tool. Do you want to understand what motivates your workforce? Birkman could help with that. Or do you want to cultivate a leadership culture where people take more accountability? If so try Trailblazers (trailblazerstest.co). It’s imperative to ask the right questions to get to the right tools.

It all starts with deep, empathetic listening and courageously sharing our perception with an attitude of wanting the other person to grow. I am the tool or better the instrument, the more I am attuned to my own being and able to attune with the vis-a-vis the more the process of data flow on a cognitive, emotional and somatic level can happen. Conversation and development are processes that need a clear, positive intent, patience, and humility.

Create a culture of curiosity and learning. Lead by trust in an inclusive environment where folks are inspired to reach their full potential in a world of unlimited possibilities!

Value-based coaching is one of my favorites for creating change among teams. The idea here is that every team member has a different personality, background, and work style but, despite the differences, you can align the team based on a set of organizational or team values. Take time to identify what is important to the team collectively. Poll each member of the team regarding their values and see where the results intersect. Based on that intersection, you can develop an operation style that honors their mutual values while also celebrating what each member brings to the table in honoring those values.

Give the HR team the opportunity to utilize coaches as a useful tool for leadership development. It starts by setting up the framework for the coaching experience, in which the specific goals for leadership development are outlined. What are the areas of strength and opportunities for growth? Coaches can provide a neutral sounding board, collaborate on action steps and offer accountability as those steps are put into motion.

The best step here is to get an experienced executive coach who can do a 360 degree assessment and build a plan with the boss.

Guided peer-to-peer learning is highly underrated. A well-designed program builds skills and helps to create a connected and supportive culture. It can be just as effective as traditional programs, while also being more scalable and less expensive. Riverbank's program is called Strong Circles, which applies the 70-20-10 ratio from the Center for Creative Leadership: - Only 10% of the learning comes from content itself (although the content is great too :)) - 20% comes from structured peer-to-peer interactions. - 70% comes from mindful application into participants' day-to-day work. There is a real thirst and need for connection right now. Programs like this provide leadership development while also building social capital.

Individual and group trainings are helpful for budding HR leaders because they allow you to learn in community while still talking about individual pathways. For example, I combine keynotes/workshops with individual and group coaching sessions because then we can build on the foundational knowledge presented in the talk. Applying and processing the knowledge gained over a longer period of time is key to long term success. Scenarios pop up after people try out new skills, and having the ongoing support and sounding board can make a huge impact.

?? Continuous learning in leadership development is essential and can be facilitated through diverse learning tools. E-learning courses, webinars, podcasts, books, articles, and case studies are excellent examples. These tools offer varied formats and methods, ensuring engaging and relevant learning experiences that cater to different leadership styles and needs.

Leadership development absolutely requires continuous learning. The power of building coaching and mentoring into a leadership development programme should not be underestimated. Peer coaching or coaching from a trained coach can support individuals to put their learning from off-job and self-directed activities into practice. Coaching can support reflection, review and action planning. Mentoring (which could be peer mentoring or from someone more experienced) can facilitate learning from the experiences of others. Both coaching and mentoring can be offered as part of a leadership development programme and, in my experience, will have a profound impact.

Help them learn to understand and improve their Emotional Intelligence. Having great EQ is an amplifier of all of their other skills.

I would argue that one strand of the solution would be to encourage take up of the Senior Leadership Apprenticeship. It provides full review of core business and leadership theory and practice along with skills, knowledge and behaviours that are key for effective Boards. Recognise it’s not the only contribution but certainly a key one in my view.

Bei der Entwicklung von Führungskr?ften sollten HR-Teams über technische Tools hinausgehen und sich auf die emotionale Intelligenz und ethischen Kompetenzen konzentrieren. Eine Führungskraft, die Empathie, ethisches Bewusstsein und effektive Kommunikationsf?higkeiten besitzt, ist nicht nur produktiv, sondern auch inspirierend und vertrauenswürdig. Dieser ganzheitliche Ansatz verbindet Leistung mit menschlichen Werten und schafft eine nachhaltig positive Unternehmenskultur.

I was with a group of leaders the other day, they had to partner up and then complete a DISC assessment for their manager/team member (the partner). Then they did one themselves and compare. the results where awesome, such a powerful activity. Of course the team are already high performing (not forming, storming or norming) so they took it on the chin ??

A key with feedback is to ensure it's actionable. Too often, people learn of what they did wrong and are left without a clear picture on how to make progress. Feedback without action is simply criticism. Ensure the feedback is focused on the future state. You're not litigating the past, you're not investigating what went wrong. That's not feedback. Help people grow by naming the opportunity for development and then partnering to ensure they know what actions they can take to see growth.

Another way to get feedback is what I call Courageous Conversations. This is the equivalent of roundtable discussions that encourage open discussions and provide safe spaces for honesty without fear of negative repercussions from leaders. I don’t pretend that these are easy conversations, but when navigated in a spirit of respect and true interest in varying positions, I believe all can benefit.

Create or engage directed socialized learning opportunities. Put a group of people with a similar interest or related challenge in a room. Direct them as follows: → get yourselves in groups of 4-5 with people you don’t know → each person gets 3 minutes to share: >> who they are, why they are here, a problem they are good at solving, and something they need help with Every one will know someone who can solve at least one of someone else’s challenges.

Developing a strong network is key to opening up new business opportunities, broadening your knowledge, improving your innovation capacity, and advancing your career. Luckily, LinkedIn provides an excellent platform to start networking. By following and commenting on people you don't know yet, attending live and online events, and staying up-to-date on industry trends and news, you can expand your network and take your career to the next level. For leaders, it is essential to also meet young talent because those are your future candidates and potential employees.

Mentorship can be a powerful tool for leadership development! Mentorship circles versus 1:1 mentoring allows for small groups to grow from shared experiences or challenges. It’s a powerful mechanism for learning.

Construir relacionamentos sólidos e confian?a é essencial em diversas áreas da vida, seja no ambito pessoal ou profissional. Lembre-se de que a constru??o de relacionamentos e confian?a é um processo contínuo que exige esfor?o, paciência e autenticidade. Cada pessoa é única, e a abordagem eficaz pode variar de acordo com a situa??o e as personalidades envolvidas.

Networking tools are like the branches of a vast, interconnected tree, linking individuals and fostering collaboration. Your HR team can utilize these tools to create an ecosystem where future leaders can exchange ideas, experiences, and inspiration. By nurturing a network of support, you not only build leaders but also cultivate a community that thrives together.

I might be simple minded, but if HR is struggling with Leadership Development a good place to start is to ask them what they’re stuck on…and develop some plans to address those things.

The 9 Box Grid is a powerful tool for talent management that helps organizations develop and retain their top employees. By segmenting employees into nine groups based on their performance and potential, this matrix can align talent initiatives to where they add the most value. However, if done incorrectly - which means without multiple stakeholders involved in the process, you risk having a 1-sided and biased outcome.

Succession planning tools are the seeds you plant today for the forest of leaders tomorrow. Your HR team can use these tools to identify and groom successors, ensuring a seamless transition of leadership. Like a well-crafted symphony, these tools orchestrate the handover, preserving the organization's legacy while embracing the promise of fresh leadership.

In the realm of succession planning, transparent communication is crucial for maintaining employee morale and confidence in the organization's future. Additionally, the consideration of both internal and external talent ensures a comprehensive approach, enhancing the effectiveness of the succession plan and contributing to the long-term resilience and sustainability of the organization.

Tools can be effective as long as the important conversations are being held be leaders first. Meaning, HR can create succession plans for individuals, but if they dont ask what the individual wants to do with their career then it is an exercise in futility. Leaders need to check in with their team members to see what THEIR vision is for their own careers, not what the organizations dictates it to be. This is how you tap into someone's intrinsic motivation to actually put in the work to do well. Not everyone wants to hold a management role or stay in the same job function. Career mapping should be owned by the individual and supported by the org and the leader. HR can use tools to show individuals the career paths they can choose.

1) Start with a set of leadership standards around which you will measure leadership capability. 2) Provide existing leaders and high potentials with an assessment of their strengths & developmental areas. 3) Provide developmental support by pairing participants with leadership coaches who will help them create a learning plan, challenge them to stretch, and hold them accountable for growth. 4) Offer a combination of internal and external leadership programs to help build capability (informed by your Leadership model) in areas of importance to your organization. 5) Promote each of these experiences as an honor for which to be selected and as an investment in each leaders future. 6)Measure it!! What gets measured gets done!!

I think one of the key areas to look at is the needs or opinions of your team. How often is your HR team actually asking their staff what training needs they would like to see evolve? Listening to our teams gives us great potential to short cut the process and protect ourselves from failure, but are we doing it often enough?

Empower your HR team with the tools for effective leadership development, ensuring organizational success and growth. Leadership Assessment Tools: Utilize tools like 360-degree feedback assessments and personality assessments (e.g., DiSC, Myers-Briggs) to identify leadership potential and areas for improvement. Development Programs: Implement leadership development programs that include workshops, seminars, coaching, and mentoring to nurture leadership skills and competencies. Equipping your HR team with these tools will enhance their ability to develop influential leaders and contribute to a positive organizational culture and long-term success.

Here are a few questions to consider as we develop leadership development programs: 1) Who do we want to develop? 2) Why do we want to develop them? 3) What impact to we expect? 4) Who are all the affected stakeholders? 5) How will we measure the expected results? 6) Who needs to be part of the support structure? 7) Who will be the program champion? 8) What are the learning principles that will make this a learning while earning intervention? 9) Who are all the ones responsible for making this a learning intervention? 10) How can we shift the culture at the same time? 11) What roles are critical? 12) What is my / our role? 13) What documentation will be necessary? 14) How will we celebrate success? 15) How will we maintain the momentum?