Think about how clear the goals are in The Wizard of Oz. If you get to Oz with the witch's broom, Scarecrow gets a brain, Tin Man gets a heart, Lion gets courage, and Dorothy gets a trip back to Kansas. No, it isn’t easy and yes, there will be obstacles, but achieving the desired goals is well worth the risks and sacrifices made.
Please excuse the Oz metaphors here, I do have a point.
Our research indicates that an overwhelming majority of large, global enterprises do not have the leaders they need to remain competitive (90%). It also shows that current approaches to identifying and developing leaders is falling short (70%). Of course the problem is exacerbated with the never-ending flying monkeys sent in to thwart your efforts (global competition).
If your organization wants to achieve its goals over long periods of time, it must learn how to learn so that it can adapt to an ever-changing business environment and remain competitive. How do you create an organization that knows how to learn? It starts with awareness and commitment at the very top.
Your leader must believe that creating a learning organization that grows talent and builds human capital is the answer to sustainable performance. You need look no further than the Wizard of GE Jack Welch, an investor in my last company and a man I have deep respect for, who said, “My main job was developing talent. I was a gardener providing water and other nourishment to our top 750 people.” But Jack knew that the mythical wizard in the movies was a sham, and he had no magic powers. As we all know, everyone got what they wanted in Oz because they already possessed the ability and just needed someone to nurture it, exactly how Jack Welch describes the job of a CEO.
| In our work at CorpU, we study how organizations grow talent and improve employee performance. And if there is one thing we’ve seen, it’s that successful organizations have leaders who teach. Ed Ludwig, CEO of BD (Becton Dickinson), has managed to meet Wall Street estimates for 30 consecutive quarters since ascending to the top job. |
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He had a belief 8 years ago that growing talent would be critical to keeping his global company around for a second century (the company is 111 years old) and that he would make teaching and learning a critical part of his job description. In an interview with T&D Magazine Ed said, “Frankly, I don’t think the role of teacher is optional for a CEO in today’s complex, multifunctional, multinational, technology organization. It’s part of the job. And it’s a fun part.” |
I had the opportunity to sit down with Ed Ludwig and his Chief Learning Officer Ed Betof to discuss the role of the leader in creating a learning organization. The video featured is a brief clip from our longer documentary, The People Factor - Leaders as Teachers at BD.
So, let the leaders know they hold the keys to sustainable performance and your CEO needs to take that first step down the Yellow Brick Road on the path to sustainable Oz by teaching leadership at your company. Imagine standing on the shoulders of giants like GE and BD. Imagine your CEO teaching leadership and strategy. Imagine wishing for – and getting – your brains, heart, and courage.
Alan Todd, CorpU Chairman of the Board
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