How can you create a sense of urgency and relevance in leadership development?

In my opinion, being consistent in your approach is important. ‘Don’t cry wolf’ everything can’t be urgent all the time. Be selective when you say it’s urgent and then team will respect the urgency and ensure it gets done.

Leadership Development initiatives are often the most talked about but least implemented programs. Articulating the value proposition of leadership development using the right communication tools and distribution channels, one can enhance the buy-in.

Interview participants in advance. Discover their needs. Build an agenda and a learning journey around their specific needs. Include multiple sources and modes of learning. Address the environmental barriers to the desired behavior change.

In my experience, using employee engagement surveys to demonstrate gaps in leadership helps leaders to understand that where they "think" they are doing a great job at leading, may not be the case. Your success as a leader is dependant on the success of your team. And an engaged team is a productive team. After all, what gets measured gets done.

Only the individual decides if something is relevant or urgent in their mind. If you want them see relevancy or urgency, then first create the conditions where they will decide that themselves. Top-down McKinsey style strategy docs most likely have little effect (except with true believers). Try this instead. Have those targeted for leadership development spend time wherever the need, change, or investment exists. Help them see for themselves. - spend time with clients listening and understanding the payer’s need. - spend time analysing competitors and visiting start ups in the space. See the need, don’t just preach Have them teach-back what they learned and adjust incentives to encourage follow through. Now start leader dev.

Make sure the leaders in the organization buy in. This is the most important issue. Once they buy in they will let you know what to customize, create, and roll out. if you don't listen to their issues, you cannot create urgency, because to them, its just another program of the month. Also, urgency is created by connecting the program or need for a program to larger corporate goals. If you are not connected, then there is no need to change.

Bring the leadership gap to life through real-life examples of how the lack of essential leadership skills is impacting the business or resulting in missed opportunities. For example: a leader whose influencing skills are failing to get decision makers on board for a project that would contribute to revenue growth or cost savings. Stay away from generic reasons for leadership development like retention. Retention is too hard to attribute to leadership skills in short term time periods because other issues could be contributing to that (eg labor market) — so stick to examples that are happening today that could obviously have been avoided with better leadership skills. This brings the cost (value) to life and raises the level of urgency.

I totally agree. I went to a week long leadership development program at a prestigious university. While the week was interesting and informative, it didn't address the challenges of the day that my team and I were facing. So while I got good background information, our local challenges persisted. I contrast that with attending a 1 day benchmarking trip to learn about balanced scorecards, process disciplines, and the power of feedback. My team and I attended together and came back and immediately implemented the process that we desperately needed. When I moved into leadership development, I start with understanding the current challenges. This helps me tailor bite-sized training to best address the needs of the team. So much more effective!

Share your experiences and insights that the leader can relate to . That might mean, developing a person to person relationship so that you understand what the leader is going through in the context of the leadership position in addition to their personal life. Build a relationship of support ,safety and informal mentorship that goes both ways. Long story short develop trust in each other as well as ways to successfully communicate difficult information

Share relevant feedback from peers/ team/ management. And specific feedback on the delta that is observed by stakeholders. This will make the learning real and thereby the development real for the learners.

If the leader cannot articulate what they learned and how they can immediately apply it, then leadership teaching may have happened but not leadership development. Relevance and urgency are essential in leadership development. The leader - and their organization - is investing time/resources to be there. Every session, every part of the learning journey needs feedback to be sure that action can be taken right away.

I think this is the wrong question. We don't need more urgency and we aren't missing the relevance of leadership development. What we need is to slow down, step back and build the capacity for wisdom. Ask powerful questions and take some time for the answers to come to us. Ask: what conversation is being called for right now? what wants to happen through me? what am I unrelenting about? how can I be the one that makes it happen versus the one looking for the formula to make it happen? how can I create a background of honor versus handling people"s cases/excuses? how can I call people up to be bigger than they see themselves to be? how can I deal with resignation over and over again? what unreasonable requests do I need to make?

Aus meiner Erfahrung ist eine gute M?glichkeit Feedback für Führungskr?fte einzusetzen, dass 360c Feedback. Dieses führt bei einem richtigen Einsatz zu einem gro?en Lerneffekt, dass auch "dunkle Flecken" der eigenen Arbeit aufgedeckt werden k?nnen und bei zeitnaher Reflexion zu einer Ver?nderung führen. Auf diese Weise, ist eine rasante Lernkurve der Führungskraft zu erwarten.

Effective Leadership Development is about fostering a culture of learning and collaboration, where we are leaning toward growth together. When that really gets working right the learning grows exponentially because we are all seeking to influence one another toward positive leadership development. Each leader is giving to the growth of others and personally has multiple points of positive influence. The organization has just won too: a whole community of growing leaders growing in the same direction injects far more energy into a system than multiple individuals growing on their own.

Eine M?glichkeit Führungskr?fte zur Vernetzung zu motivieren ist, ihnen aufzuzeigen wie viel st?rker sie als Kollektiv sind. Das bedeutet, dass es übergreifende Projekte von verschiedenen Teams gibt und hier gleichberechtigt gearbeitet wird. So entsteht ein gemeinschaftliches Denken und es regt auch Manager dazu an sich zu vernetzen. Die Anstrengung von Vernetzung muss sich in der h?heren Produktivit?t der eigenen Arbeit Wiederspiegeln, dass wird zu vermehrter Lobbyarbeit und Vernetzung anregen.

Customized Learning Paths: Tailor development plans based on individual strengths, weaknesses, and aspirations for personalized growth. Regular Feedback Mechanisms: Implement a consistent feedback system to provide timely and constructive input, encouraging continuous improvement. Real-world Application Emphasis: Structure programs that allow leaders to immediately apply acquired skills to their roles, reinforcing relevance and impact. Can be some of the paths.

While having a tangible reward could certainly help increase the buy-ins from leaders, it’s crucial to tie in the benefits of leadership development with their unique career and personal goals. In doing this, organizations would benefit from creating a culture and environment in which employees are regularly engaged in conversation and reflection around their leadership vision that’s not necessarily limited to the professional context, for leadership skills are useful in many areas of employees’s lives.

Hartn?ckig h?lt sich das Gerücht, dass Führungskr?fte durch Bonuszahlungen und Bef?rderungen zu Hochleistungen motiviert werden k?nnen. Tats?chlich funktioniert das eher selten. Es geht viel mehr um Wertsch?tzung geleisteter Beziehungsarbeit im Team und M?glichkeiten zu schaffen, die eigenen Ideen zu verwirklichen und Verantwortung für Themen zu übernehmen. Die wahre "Belohnung" für Führungskr?fte ist es, wenn die geleistete Arbeit gesehen wird und nachhaltig zu dem Unternehmenserfolg beitragen kann.

Growing emotional intelligence should be at the foundation of what we teach leaders. This is relevant in every interaction, and in replacing reacting with responding. Leaders should first and foremost be focused on helping the team be successful, understanding and breaking down barriers, and helping them to accept and execute their accountabilities. New leaders often think they should continue to "do" because that is how they were promoted. However, they are multipliers of others and when they focus on "doing" (even if done well), but the team is struggling, they are failing as a leader. Leaders are responsible for their team's success and emotional intelligence enables them to do this well.

Creating a sense of urgency starts with a leader who has it themselves. You cannot create what the leader lacks. Once the leader has a sense of urgency, then communicate it to the team helping them understand it’s importance, and what happens when there is a lack of urgency. Set the example with self awareness. Make sure they are catching the urgency virus from you. Communicate and connect with the team about the importance of a sense of urgency.

Leadership is not urgent It’s consistent. It’s visible in every action, every value and ethic. It cannot been seen linearly. Lead to create an impact not result alone

To make leadership development more urgent & meaningful, it's important to use real-time examples. Like talking about actual situations where leaders did well or made mistakes so learners can see what happens when leaders act in different ways. Have discussions about the problems leaders face today wherein when they have to make tough choices or deal with new technology/ situation. This makes learning feel important right now. Usage of new tools like pretend computer games works where leaders practice solving tricky problems as this makes learning more interesting. Another way is to have story telling sessions about successful leaders who got better at leading that can inspire people & show them how it can help their own careers & workspace

Change agility is a critical component of leadership development in our rapidly evolving business world. Adaptability isn't merely a valuable trait; it's a prerequisite for leadership success. 1. Embrace a Growth Mindset 2. Continuous Learning 3?. Effective Communication 4?. Risk Management (TEACH THIS!) 5?. Agile Leadership Frameworks 6?. Encourage Innovation 7. Respect for Diversity 8?. Scenario Planning - Training should always be harder than reality. 9?. Lead by Example It's not just about reacting to change; it's about proactively embracing it as an opportunity for growth and innovation. Together, we can build a future-ready leadership cadre that drives success in our dynamic world.