We convened the second quarter Leadership Advisory Board that the Carlson School of Management.
This board contained around 40 corporate members from their talent development groups around leadership and executive development. This previous session had focused on offerings around emerging leaders. Based on the feedback on the new leadership programs for the last meeting we where able to show the changes in the emerging leaders program being offered. This included a more robust coaching option integrated into the standard curriculum and the inclusion of more industry practitioners to make the program more relevant and valuable. We also where able to present initial designs to a full portfolio of offerings in the leadership space and prioritize the next program for development targeted at more senior executives. As in the last meeting, participation from the attendees was really engaged and passionate. It was also to see the diversity of feedback based on individual organizations approach to leadership development. It was very informative for this peer group to see how organizations are approaching the space differently form a variety as aspects including:
– In-house development vs. leveraging external partners
– The amount of dollars and investment made into leaders
– The diversity of size & effort put into leaders at different levels. Do you spend more or less time/dollars into senior leaders vs. younger ones. Do senior leaders need any support or do they need more support than ever in their careers?
– How to bring in senior leaders into an organization when they have “grown up” in other corporations models
– How to develop leaders that either come from or have to work in other international cultures
– How does support vary in terms of men or woman leaders?
– How much does your company invest in mentorship models
– How much does your company invest in peer to peer models
– How much does your company invest in external peer to peer models?
– How much does your company invest in leadership & and then developing the organizations they are leading? ( are you leaving your employees behind?)
Leadership is one of many topics that are top of mind for corporations and business schools. In a world of increase speed of change and innovation talent becomes the critical resource. If agility is a key component, how are you building and developing your leadership to meet that challenge and how are they supported in building organizations and talent pool?