Does Leadership Development need to change?

Harvard Business School

70:20:10Tough jobs People (mainly boss)

Coaching, mentoring. Social networksAction Learning

360 feedback

Formal training, books

“Competencies–they don’t add value.”

Competencies

Socialised

Shaped by others and culture. Loyal. Reliant on authority for direction

Self Authoring Developed our own ideology. Internal compass, self-directed. Take stands

Self Transforming Regard multiple ideologies, move away from either / or thinking. See our limitations.

Kegan’s Adult Levels of Development

Autonomy over development

The manager chooses what to focus on, not the coach.

The process is customized for each person.

The coach guides the process (through questions)

The coach is a thinking partner, not an authority/expert.

There is no “content” to cover.

It is a developmental process over time, not an event.

While many organisations say that they need leaders at all levels of the business, a number of interviewees pointed out that this statementappears inconsistent with their practices, as long as they continue to train and develop only their “elite” managers.

A development partner whose main role is to innovate new structures and processes for development….shift responsibility for developing leaders away from HR and toward the current leaders of the organisation….. For L&D professionals this would mean partnering with senior leaders to build a true culture of development.

Emphasis on ethics in LeadershipInnovation in development methodsVertical as well as horizontal developmentSelf-directed learningExpand the reach of leadership development beyond the elite

£16,000 per year

92% drop out rate

Flipped Classroom

Students watch lectures before class

Class time is spent on applied learning, higher order thinking skills

Traditional Classroom

Teacher lectures, students take notes

Students apply knowledge and demonstrate understanding in homework

Quanta Leadership Development Forum 17th March 2015