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DEVELOP YOUR
 LEADERS,
 TRANSFORM
 YOUR
 ORGANIZATION




{ perspectives }   LEADERSHIP DEVELOPMENT
ABOUT CORPORATE LEARNING
          Harvard Business Publishing Corporate Learning
          partners with clients to create world-class
          leadership development solutions for managers
          at all levels. Our team leverages the management
          insight, thought leadership, and expertise of Harvard
          Business School faculty and authors from Harvard
          Business Review to create tailored leadership
          development solutions. With more than 20 years
          of practical experience, our innovative, technology-
          enabled solutions drive meaningful and lasting
          business results. Corporate Learning is a market
          group within Harvard Business Publishing.


          ABOUT HARVARD BUSINESS PUBLISHING
          Harvard Business Publishing was founded in 1994 as
          a not-for-profit, wholly-owned subsidiary of Harvard
          University. Its mission is to improve the practice of
          management and its impact in a changing world.
          The company achieves its mission through its
          relationships with customers in three market groups:
          Higher Education, Corporate Learning, and Harvard
          Business Review Group. Through these platforms,
          Harvard Business Publishing is able to influence real-
          world change by maximizing the reach and impact
          of its essential offering—ideas.




© 2011 Harvard Business School Publishing. All rights reserved.    Harvard Business Publishing is an affiliate of Harvard Business School.
DEVELOP YOUR LEADERS,
TRANSFORM YOUR ORGANIZATION
Traditional approaches to leader development aren’t delivering on their
promise. They’re too detached from business operations and strategy,
and focus on knowledge and skills to the neglect of values and mindsets.
Here are three ways companies can better prepare their leaders to
sustainably advance their competitive positions.

BY SHERRY HEFFNER, SEAN KENNEDY, JOSH BRAND, AND PETER WALSH




“IF THE RATE OF LEARNING                           The convenTional approach to leader development offers a variety of pro-
        IS NOT GREATER THAN                        grams and developmental events, but they’re often delivered in isolation.
                                                   Individual managers may improve their skills, but the impact on business
        THE RATE OF CHANGE,
                                                   results is often minimal. We frequently see the following imbalances:
                         YOU’LL FAIL.”
                                                   o Companies  spend money on manager training but struggle to create a
                          DAVID A. GARVIN,
                                                    culture of performance.
               C. ROLAND CHRISTENSEN
               PROFESSOR OF BUSINESS               o Organizations  invest heavily in programs for high potentials yet still hire
                          ADMINISTRATION,           outside talent for most leadership positions.
          HARVARD BUSINESS SCHOOL
                                                   o Companies   build detailed leadership competency models, but new
                                                    strategic initiatives stall.
                                                   o Mostlearning happens informally on the job, yet the leadership
                                                    development investment is still focused on big events and the classroom.
                                                   o Leadership development budgets are under increasing scrutiny,
                                                    even as strategies place greater demand on building capability.
                                                   Adding to these pressures, corporations worldwide are faced with a widen-
                                                   ing gap in their global leadership pipeline. Organizational structures have
                                                   flattened, eliminating positions that used to serve as key developmental


H A R VA R D B U S I N E S S P U B L I S H I N G                                                                            {1 }
steps. Globalization and growth           produce a leadership culture that       behavior early on can stay with
in emerging markets pose new              can drive an organization to win in     leaders for years, even decades,
challenges for leaders. And eco-          its market.                             showing up in complaints about
nomic uncertainty continues, rais-                                                leaders who operate “below their
ing scrutiny on the investment of         Requirements for                        level” or lack “strategic thinking.”
precious resources in leadership          Integrated Leadership                   Hill warns that her findings held
development.                              Development                             not just for managers struggling
To develop the leadership capabili-                                               to make the transition, but also
                                                 Beyond Skills Training           managers who were once high-
ties across their organizations that             HELP LEADERS MASTER
will drive business results, learning            CRITICAL MIND SHIFTS
                                                                                  performers but were no longer
leaders and their partners in the                                                 growing.
C-suite must take a more holistic         Leaders frequently fail to live up to   Meanwhile, most leadership devel-
view of how they develop leaders          their personal and organizational       opment programs still emphasize
and how learning opportunities            expectations when taking on new         honing new skills and knowledge,
(both formal and informal) inte-          roles—or living into existing           without sufficient attention to
grate with the organization’s stra-       ones—because they’ve honed their        reframing how a leader should
tegic imperatives. Based on more          skills but haven’t learned to think     think about her influence in the
than two decades of working with          in new ways. It’s a challenge for       organization and what it means to
leading organizations to drive busi-      new and tenured managers alike,         be in a particular leadership role.
ness results through leadership           according to research by Harvard        Addressing this identity shift in
development, and in partnership           Business School professor Linda A.      leadership development efforts
with our faculty from Harvard             Hill. She’s found that, in the          is critical not only for leaders to
Business School and authors from          absence of guidance, they continue
                                                                                  successfully make key career tran-
Harvard Business Review, we have          to focus on their individual ability
                                                                                  sitions, but also for incumbent lead-
identified three critical elements        to get things done—to accomplish
                                                                                  ers to live into their roles more fully.
of an effective and sustainable           tasks—rather than their broader
leadership development strategy.          role in making the team and orga-       A major financial company saw
And while each element is neces-          nization more effective. The failure    the benefits of this approach when
sary, only an integrated approach         to make these profound identity         it revamped its frontline manage-
that brings the three together will       shifts in mindset, conduct, and         ment program to accelerate its



   CRITICAL ELEMENTS FOR EFFECTIVE AND
   SUSTAINABLE LEADER DEVELOPMENT
   Organizations can address the imbalances found in
   most leadership development programs by going
   beyond traditional methods to adopt and integrate
   three critical elements.



       BEYOND SKILLS                           BEYOND INDIVIDUAL                  BEYOND FORMAL
       TRAINING                                DEVELOPMENT PLANS                  TRAINING
       Address self-awareness                  Build pivotal capability           Embed learning with
       and the mindset required                to drive key imperatives           everyday work realities.
       to succeed at particular                required for success.
       leadership levels.




{2 }                                                        develop your leaders / transform your organization
KNOWING-DOING-BEING
    In their book Rethinking the MBA: Business
    Education at a Crossroads (Harvard Business                                      KNOWING
    Press, 2010), Harvard Business School                                            Concepts
    professors Srikant Datar and David A. Garvin                                    Frameworks
    describe the need to re-create a balance                                        Information
    between teaching “knowing, doing, and
    being” in MBA curricula. While distinct,
    these components of learning are mutually
    reinforcing. The authors’ contention is                                DOING                  BEING
    that finding ways to integrate these three                             Practice              Identity
    elements is critical and that a particular
                                                                         Application           Perspective
    emphasis needs to be placed on bringing
                                                                          Execution               Values
    the “being” into balance. Our experience
    shows this to be true in corporate leadership
    development programs as well.




leadership pipeline. The new cur-                  but should. He explains how           training and skill-development pro-
riculum provided a framework                       leadership development should         grams focus on developing their
for managers to understand the                     bring together a balance of “know-    companies’ most important capa-
crucial transition toward work-                    ing” (the acquisition of informa-     bility. One reason is that most orga-
ing through others and addressed                   tion), “doing” (the application       nizations assess leaders against
common misconceptions and pit-                     and practice of new skills), and      skills-based competency models,
falls head-on. This message was                    “being” (the values, identity, and    but these models rarely differ much
reinforced by senior leaders, who                  purpose that animate leaders).        from one firm to another.
shared stories with participants of                The tendency is to treat this tril-
                                                                                         Harvard Business Review Press
their own development journeys.                    ogy as independent variables that
                                                                                         authors Dave Ulrich and Norm
Key insights were translated into                  can be broken apart, which leads
                                                                                         Smallwood emphasize the need for
action plans and implemented                       to missed opportunities to really
                                                                                         leaders to focus on the pivotal capa-
with support from the participants’                impact the way a leader behaves.
                                                                                         bilities that differentiate a company
managers. Framing the experience                   The process of integrating these
                                                                                         from the competition. Even firms
around mindset shifts brought the                  activities isn’t easy or quick. And
                                                                                         in the same industry can find pow-
concepts home for managers and                     in both business and corporate
                                                                                         erful ways to tie key skills to their
provided a context for meaningful                  education, the balance tends to
                                                                                         strategy and culture. For example,
application. The program, which                    be off, with a strong emphasis on
                                                                                         the leadership development pro-
                                                   “knowing” and “doing,” which
had been considered unfocused                                                            grams at Walmart should look quite
                                                   leads to developing leaders who
and lacking in impact, came to                                                           different from those at Nordstrom.
                                                   are not self-aware and not reach-
be seen as a key strategic lever in
                                                   ing their potential.                  Yet simply recasting a competency
the organization, which directly
                                                                                         model according to strategic pri-
affected the firm’s ability to attract                      Beyond Individual            orities isn’t enough. The impact of
and retain top talent.                                      Development Plans
                                                            BUILD PIVOTAL                skills developed in isolation on an
As Harvard Business School pro-                             CAPABILITIES THAT DRIVE      organization’s strategic challenges
                                                            THE BUSINESS
fessor David A. Garvin describes,                                                        will be minimal if learning profes-
mastering the shift is a critical                  In a recent survey conducted by       sionals don’t design programs to
element that most leader develop-                  McKinsey & Company, only 33           specifically address the challenges
ment programs don’t emphasize                      percent of respondents said their     their firms currently face. Our


H A R VA R D B U S I N E S S P U B L I S H I N G                                                                         {3 }
Conclusion
                                                                               Our approach moves beyond a view
STRATEGIC LEADER DEVELOPMENT EFFORTS SHOULD                                    of work and learning as distinct
BUILD “A COMMON AND WIDESPREAD UNDERSTANDING                                   activities to an integrated view of
OF THE ORGANIZATION’S VISION AND CULTURE.”                                     building leadership performance.
                                                                               Winning organizations:
HANDBOOK OF LEADERSHIP THEORY AND PRACTICE
JAY CONGER, HARVARD BUSINESS REVIEW PRESS, 2010                                o Integrate   learning across the
                                                                               spectrum from formal to informal
                                                                               to drive continuous improvement:
                                                                               Leadership development profes-
                                                                               sionals can’t look at traditional
                                                                               classroom-based training, learning
work with clients has shown the         remain a positive development,
                                                                               from others, and learning by doing
dramatic outcomes from strategic,       the reality of on-the-job learning
                                                                               as discrete activities. To get the
issue-based programs that cascade       falls far short of its promise.
                                                                               best individual and organizational
through multiple leadership levels
                                        Professor Kurt Fischer from            results, they must design processes
and engage leaders in a common
                                        Harvard’s Graduate School of           and activities that integrate all of
strategic conversation and project
                                        Education helps shed some light        these over time.
work directly tied to the strategy.
                                        on why this is hard to do. Learning    o Build  in ongoing opportunities
For example, AT&T launched an           isn’t a simple process whereby peo-
                                                                               for reflection and application of
award-winning learning program          ple move from incompetence to
                                                                               knowledge. Learning approaches
aligned with its “One AT&T” stra-       mastery in one easy step. Instead,
                                                                               should be extended to include
tegic initiative following numerous     learners go through multiple           multiple forms of collaboration and
mergers. In six months, the pro-        phases of action and reflection—       coaching. The ability to learn from
gram reached more than 100,000          where performance actually drops       others in a systematic way greatly
frontline, mid-level and senior lead-   and then rises again. Complex          increases an individual’s chances
ers worldwide. It promoted a com-       skills simply cannot be learned        for success.
mon culture and focused on pivotal      without repeated application, and
                                        the level of performance is directly   Leadership development is the criti-
capabilities such as innovation, col-
                                        related to the level of support in     cal priority in many of today’s large,
laboration, and customer centricity.
                                                                               global organizations. Whether find-
                                        the work environment.
          Beyond Formal Training                                               ing and developing talent to lead
          INTEGRATE LEARNING            An effective approach to on-the-       in emerging markets or replacing
          INTO WORK PROCESSES           job leadership development must
          AND ENVIRONMENT
                                                                               leaders who have transitioned into
                                        guide leaders to master the right      retirement, the question remains
                                        skills, provide multiple opportu-      the same: What is the best, most
In most organizations, formal           nities for application, and offer      effective way to develop a sufficient
leadership development and con-         an increased level of contextual       pipeline of high-quality leaders who
tinuous on-the-job learning expe-       support through processes, envi-       can help an organization thrive?
riences remain an ad hoc process        ronment, and leadership. In their      For those learning leaders serious
insufficiently managed and poorly       Harvard Business Review article, “Is   about helping their companies win,
understood. More recently, com-         Yours a Learning Organization?”        a more strategic and integrated
panies have invested in social          Harvard Business School profes-        approach—one that broadens the
media tools with the ambition of        sors Amy Edmonson and David            traditional view of leadership devel-
individuals sharing, learning, and      A. Garvin further define how           opment and training—is an abso-
collaborating more virtually and        firms can build learning mecha-        lute must. F
just in time. While these tools         nisms into everyday work.


{4 }                                                      develop your leaders / transform your organization
ABOUT THE AUTHORS




     SHERRY HEFFNER is senior director of product development
     for Harvard Business Publishing Corporate Learning. She
     is responsible for advancing Harvard Business Publishing’s
     portfolio of corporate leadership development solutions
     and its impact for companies worldwide. Her background in
     technology-enabled learning and development spans fifteen
     years. She can be reached at sheffner@harvardbusiness.org.



     SEAN KENNEDY is a senior strategic relationship manager.
     For more than a decade, Sean has partnered with Harvard
     Business Publishing’s corporate clients to build leadership
     capacity and capability by designing customized leadership
     development programs for them. Previously, Sean held sales
     management positions in the telecom and banking industries.
     Contact Sean at skennedy@harvardbusiness.org.



     JOSH BRAND is director of network learning and is responsible
     for the delivery of Leadership Direct, Harvard Business Publishing’s
     cohort-based, virtual, in-company management education
     program for clients around the globe. Josh has more than 15 years
     of executive education and management consulting experience
     and has built management education programs for clients around
     the world. Email him at jbrand@harvardbusiness.org.



     PETER WALSH is senior director of global marketing,
     responsible for all phases of global marketing, including
     client acquisition, client relationship management, solution
     marketing, and brand development. Prior to joining
     Harvard Business Publishing, Peter was the chief marketing
     officer of several leading technology and services companies.
     Contact him at peter.walsh@harvardbusiness.org.
UNITED STATES
                                                                                        Harvard Business Publishing
                                                                                        60 Harvard Way
                                                                                        Boston, MA 02163

                                                                                        phone: 800-795-5200 (Outside U.S.
                                                                                        and Canada call 617-783-7888)

                                                                                        email: corporate@harvardbusiness.org



                                                                                        EUROPE
                                                                                        Harvard Business School Publishing Europe Pvt. Ltd.
                                                                                        Vernon House
                                                                                        23 Sicilian Avenue
                                                                                        London WC1A 2QS

                                                                                        phone: +0203 463 2350
                                                                                        email: CLeurope@harvardbusiness.org



                                                                                        INDIA
                                                                                        Harvard Business School Publishing India Pvt. Ltd.
                                                                                        Unit # 4323 Grand Hyatt Mumbai - Apts
                                                                                        Off Western Express Highway
                                                                                        Santacruz (East), Mumbai - 400 055

                                                                                        phone: +91 22 65160248
                                                                                        email: infoindia@harvardbusiness.org




LEARN MORE
www.harvardbusiness.org/corporate




© 2011 Harvard Business School Publishing. All rights reserved.
Harvard Business Publishing is an affiliate of Harvard Business School.   MC168430811

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Develop Your Leaders/Transform Your Organization

  • 1. DEVELOP YOUR LEADERS, TRANSFORM YOUR ORGANIZATION { perspectives } LEADERSHIP DEVELOPMENT
  • 2. ABOUT CORPORATE LEARNING Harvard Business Publishing Corporate Learning partners with clients to create world-class leadership development solutions for managers at all levels. Our team leverages the management insight, thought leadership, and expertise of Harvard Business School faculty and authors from Harvard Business Review to create tailored leadership development solutions. With more than 20 years of practical experience, our innovative, technology- enabled solutions drive meaningful and lasting business results. Corporate Learning is a market group within Harvard Business Publishing. ABOUT HARVARD BUSINESS PUBLISHING Harvard Business Publishing was founded in 1994 as a not-for-profit, wholly-owned subsidiary of Harvard University. Its mission is to improve the practice of management and its impact in a changing world. The company achieves its mission through its relationships with customers in three market groups: Higher Education, Corporate Learning, and Harvard Business Review Group. Through these platforms, Harvard Business Publishing is able to influence real- world change by maximizing the reach and impact of its essential offering—ideas. © 2011 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.
  • 3. DEVELOP YOUR LEADERS, TRANSFORM YOUR ORGANIZATION Traditional approaches to leader development aren’t delivering on their promise. They’re too detached from business operations and strategy, and focus on knowledge and skills to the neglect of values and mindsets. Here are three ways companies can better prepare their leaders to sustainably advance their competitive positions. BY SHERRY HEFFNER, SEAN KENNEDY, JOSH BRAND, AND PETER WALSH “IF THE RATE OF LEARNING The convenTional approach to leader development offers a variety of pro- IS NOT GREATER THAN grams and developmental events, but they’re often delivered in isolation. Individual managers may improve their skills, but the impact on business THE RATE OF CHANGE, results is often minimal. We frequently see the following imbalances: YOU’LL FAIL.” o Companies spend money on manager training but struggle to create a DAVID A. GARVIN, culture of performance. C. ROLAND CHRISTENSEN PROFESSOR OF BUSINESS o Organizations invest heavily in programs for high potentials yet still hire ADMINISTRATION, outside talent for most leadership positions. HARVARD BUSINESS SCHOOL o Companies build detailed leadership competency models, but new strategic initiatives stall. o Mostlearning happens informally on the job, yet the leadership development investment is still focused on big events and the classroom. o Leadership development budgets are under increasing scrutiny, even as strategies place greater demand on building capability. Adding to these pressures, corporations worldwide are faced with a widen- ing gap in their global leadership pipeline. Organizational structures have flattened, eliminating positions that used to serve as key developmental H A R VA R D B U S I N E S S P U B L I S H I N G {1 }
  • 4. steps. Globalization and growth produce a leadership culture that behavior early on can stay with in emerging markets pose new can drive an organization to win in leaders for years, even decades, challenges for leaders. And eco- its market. showing up in complaints about nomic uncertainty continues, rais- leaders who operate “below their ing scrutiny on the investment of Requirements for level” or lack “strategic thinking.” precious resources in leadership Integrated Leadership Hill warns that her findings held development. Development not just for managers struggling To develop the leadership capabili- to make the transition, but also Beyond Skills Training managers who were once high- ties across their organizations that HELP LEADERS MASTER will drive business results, learning CRITICAL MIND SHIFTS performers but were no longer leaders and their partners in the growing. C-suite must take a more holistic Leaders frequently fail to live up to Meanwhile, most leadership devel- view of how they develop leaders their personal and organizational opment programs still emphasize and how learning opportunities expectations when taking on new honing new skills and knowledge, (both formal and informal) inte- roles—or living into existing without sufficient attention to grate with the organization’s stra- ones—because they’ve honed their reframing how a leader should tegic imperatives. Based on more skills but haven’t learned to think think about her influence in the than two decades of working with in new ways. It’s a challenge for organization and what it means to leading organizations to drive busi- new and tenured managers alike, be in a particular leadership role. ness results through leadership according to research by Harvard Addressing this identity shift in development, and in partnership Business School professor Linda A. leadership development efforts with our faculty from Harvard Hill. She’s found that, in the is critical not only for leaders to Business School and authors from absence of guidance, they continue successfully make key career tran- Harvard Business Review, we have to focus on their individual ability sitions, but also for incumbent lead- identified three critical elements to get things done—to accomplish ers to live into their roles more fully. of an effective and sustainable tasks—rather than their broader leadership development strategy. role in making the team and orga- A major financial company saw And while each element is neces- nization more effective. The failure the benefits of this approach when sary, only an integrated approach to make these profound identity it revamped its frontline manage- that brings the three together will shifts in mindset, conduct, and ment program to accelerate its CRITICAL ELEMENTS FOR EFFECTIVE AND SUSTAINABLE LEADER DEVELOPMENT Organizations can address the imbalances found in most leadership development programs by going beyond traditional methods to adopt and integrate three critical elements. BEYOND SKILLS BEYOND INDIVIDUAL BEYOND FORMAL TRAINING DEVELOPMENT PLANS TRAINING Address self-awareness Build pivotal capability Embed learning with and the mindset required to drive key imperatives everyday work realities. to succeed at particular required for success. leadership levels. {2 } develop your leaders / transform your organization
  • 5. KNOWING-DOING-BEING In their book Rethinking the MBA: Business Education at a Crossroads (Harvard Business KNOWING Press, 2010), Harvard Business School Concepts professors Srikant Datar and David A. Garvin Frameworks describe the need to re-create a balance Information between teaching “knowing, doing, and being” in MBA curricula. While distinct, these components of learning are mutually reinforcing. The authors’ contention is DOING BEING that finding ways to integrate these three Practice Identity elements is critical and that a particular Application Perspective emphasis needs to be placed on bringing Execution Values the “being” into balance. Our experience shows this to be true in corporate leadership development programs as well. leadership pipeline. The new cur- but should. He explains how training and skill-development pro- riculum provided a framework leadership development should grams focus on developing their for managers to understand the bring together a balance of “know- companies’ most important capa- crucial transition toward work- ing” (the acquisition of informa- bility. One reason is that most orga- ing through others and addressed tion), “doing” (the application nizations assess leaders against common misconceptions and pit- and practice of new skills), and skills-based competency models, falls head-on. This message was “being” (the values, identity, and but these models rarely differ much reinforced by senior leaders, who purpose that animate leaders). from one firm to another. shared stories with participants of The tendency is to treat this tril- Harvard Business Review Press their own development journeys. ogy as independent variables that authors Dave Ulrich and Norm Key insights were translated into can be broken apart, which leads Smallwood emphasize the need for action plans and implemented to missed opportunities to really leaders to focus on the pivotal capa- with support from the participants’ impact the way a leader behaves. bilities that differentiate a company managers. Framing the experience The process of integrating these from the competition. Even firms around mindset shifts brought the activities isn’t easy or quick. And in the same industry can find pow- concepts home for managers and in both business and corporate erful ways to tie key skills to their provided a context for meaningful education, the balance tends to strategy and culture. For example, application. The program, which be off, with a strong emphasis on the leadership development pro- “knowing” and “doing,” which had been considered unfocused grams at Walmart should look quite leads to developing leaders who and lacking in impact, came to different from those at Nordstrom. are not self-aware and not reach- be seen as a key strategic lever in ing their potential. Yet simply recasting a competency the organization, which directly model according to strategic pri- affected the firm’s ability to attract Beyond Individual orities isn’t enough. The impact of and retain top talent. Development Plans BUILD PIVOTAL skills developed in isolation on an As Harvard Business School pro- CAPABILITIES THAT DRIVE organization’s strategic challenges THE BUSINESS fessor David A. Garvin describes, will be minimal if learning profes- mastering the shift is a critical In a recent survey conducted by sionals don’t design programs to element that most leader develop- McKinsey & Company, only 33 specifically address the challenges ment programs don’t emphasize percent of respondents said their their firms currently face. Our H A R VA R D B U S I N E S S P U B L I S H I N G {3 }
  • 6. Conclusion Our approach moves beyond a view STRATEGIC LEADER DEVELOPMENT EFFORTS SHOULD of work and learning as distinct BUILD “A COMMON AND WIDESPREAD UNDERSTANDING activities to an integrated view of OF THE ORGANIZATION’S VISION AND CULTURE.” building leadership performance. Winning organizations: HANDBOOK OF LEADERSHIP THEORY AND PRACTICE JAY CONGER, HARVARD BUSINESS REVIEW PRESS, 2010 o Integrate learning across the spectrum from formal to informal to drive continuous improvement: Leadership development profes- sionals can’t look at traditional classroom-based training, learning work with clients has shown the remain a positive development, from others, and learning by doing dramatic outcomes from strategic, the reality of on-the-job learning as discrete activities. To get the issue-based programs that cascade falls far short of its promise. best individual and organizational through multiple leadership levels Professor Kurt Fischer from results, they must design processes and engage leaders in a common Harvard’s Graduate School of and activities that integrate all of strategic conversation and project Education helps shed some light these over time. work directly tied to the strategy. on why this is hard to do. Learning o Build in ongoing opportunities For example, AT&T launched an isn’t a simple process whereby peo- for reflection and application of award-winning learning program ple move from incompetence to knowledge. Learning approaches aligned with its “One AT&T” stra- mastery in one easy step. Instead, should be extended to include tegic initiative following numerous learners go through multiple multiple forms of collaboration and mergers. In six months, the pro- phases of action and reflection— coaching. The ability to learn from gram reached more than 100,000 where performance actually drops others in a systematic way greatly frontline, mid-level and senior lead- and then rises again. Complex increases an individual’s chances ers worldwide. It promoted a com- skills simply cannot be learned for success. mon culture and focused on pivotal without repeated application, and the level of performance is directly Leadership development is the criti- capabilities such as innovation, col- related to the level of support in cal priority in many of today’s large, laboration, and customer centricity. global organizations. Whether find- the work environment. Beyond Formal Training ing and developing talent to lead INTEGRATE LEARNING An effective approach to on-the- in emerging markets or replacing INTO WORK PROCESSES job leadership development must AND ENVIRONMENT leaders who have transitioned into guide leaders to master the right retirement, the question remains skills, provide multiple opportu- the same: What is the best, most In most organizations, formal nities for application, and offer effective way to develop a sufficient leadership development and con- an increased level of contextual pipeline of high-quality leaders who tinuous on-the-job learning expe- support through processes, envi- can help an organization thrive? riences remain an ad hoc process ronment, and leadership. In their For those learning leaders serious insufficiently managed and poorly Harvard Business Review article, “Is about helping their companies win, understood. More recently, com- Yours a Learning Organization?” a more strategic and integrated panies have invested in social Harvard Business School profes- approach—one that broadens the media tools with the ambition of sors Amy Edmonson and David traditional view of leadership devel- individuals sharing, learning, and A. Garvin further define how opment and training—is an abso- collaborating more virtually and firms can build learning mecha- lute must. F just in time. While these tools nisms into everyday work. {4 } develop your leaders / transform your organization
  • 7. ABOUT THE AUTHORS SHERRY HEFFNER is senior director of product development for Harvard Business Publishing Corporate Learning. She is responsible for advancing Harvard Business Publishing’s portfolio of corporate leadership development solutions and its impact for companies worldwide. Her background in technology-enabled learning and development spans fifteen years. She can be reached at sheffner@harvardbusiness.org. SEAN KENNEDY is a senior strategic relationship manager. For more than a decade, Sean has partnered with Harvard Business Publishing’s corporate clients to build leadership capacity and capability by designing customized leadership development programs for them. Previously, Sean held sales management positions in the telecom and banking industries. Contact Sean at skennedy@harvardbusiness.org. JOSH BRAND is director of network learning and is responsible for the delivery of Leadership Direct, Harvard Business Publishing’s cohort-based, virtual, in-company management education program for clients around the globe. Josh has more than 15 years of executive education and management consulting experience and has built management education programs for clients around the world. Email him at jbrand@harvardbusiness.org. PETER WALSH is senior director of global marketing, responsible for all phases of global marketing, including client acquisition, client relationship management, solution marketing, and brand development. Prior to joining Harvard Business Publishing, Peter was the chief marketing officer of several leading technology and services companies. Contact him at peter.walsh@harvardbusiness.org.
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