28 Items

LATI Exec Council

Members Only Leading Bold Change with David Pottruck (LDEC Recording 10.17.12)

You have a dual mandate.  You must prepare your leaders to drive bold, transformational change. And you, yourselves, must be the leaders of change in creating innovative methods, approaches and programs that will prepare your leaders to navigate unprecedented global economic conditions. In this month’s meeting, Dave Pottruck, whose credentials include CEO at Charles Schwab, Senior Fellow and adjunct faculty member at Wharton, Board Member at Intel, and now Chairman of CorpU, shared highlights of “Leading Bold Change”, the course he regularly teaches to executives attending The Wharton School. Despite companies adopting change frameworks in the last few years ... Watch Video »

Members Only Developing Your Company’s Experts as Functional Leaders (LDEC 08.15.12)

We all know them…the experts in each function who have advanced levels of knowledge and skills who are the “go to” people when questions about products or processes need answers. However, these people do not always have the personality or ability to be strong leaders of other people.  We don’t want to overlook this kind of expertise as functional knowledge and skills are critical for business success. We want to grow and leverage that expertise in such a way as to benefit the company on as large a scale as possible. In fact, some companies are applying strategies ... Watch Video »

Members Only Leaders Building Leaders at Microsoft (LDEC 06.14.12)

Senior Leader engagement is one of the key drivers of High Potential development.  To ensure the highest quality HiPo experience, the Leadership Development Group at Microsoft has adopted a philosophy of “Leaders Building Leaders.”  While some organizations successfully leverage their leaders as instructors, that model was limited for Microsoft’s dynamic and fast-paced business environment. Microsoft’s Leadership Development Group has innovated in & out of the classroom to increase senior leader engagement and differentiate the HiPo experience for its 3,700 HiPo’s at various levels of seniority.  At this Leadership Development Executive Council meeting, attendees learned tactics and what ... Watch Video »

Members Only Nudging the Ingersoll Rand Leadership Meeting Culture toward a Leadership Learning Culture (LDEC 04.10.12)

At Ingersoll Rand, corporate executives have been gathering every year at their global leadership meeting for several years now. This group of company leaders gets together in person from all over the world to discuss strategy, plans, budget, etc.  It has been a productive process, but could be so much more. In this Leadership Development Executive Council session, we learned how Lisa Gary and her team at Ingersoll Rand recently changed this gathering from a typical executive meeting to a dynamic learning event for everyone involved.  Specifically, we learned… How they proposed the idea for this significant change and got ... Watch Video »

Members Only What Is the Future of Leadership Development?

It’s true. Our current leadership development methods have a reductionist approach and 20th Century industrialism stamped all over them. However, if our organizations are to be sustainable in a competitive, global economy, our leaders must break free of the chains of tradition. In this Leadership Development Executive Council session, we contemplated the future of leadership development, including elements such as: Target: Organization capability (vs. personal skills) Focus: Learning as a problem-solving method  Accelerators: Debate, synthesis, experimentation, monitored practice Environment: Opportunities to explore and do something original Practice: Adapting principles and theories to local context, and begin again when first ... Watch Video »

Collaborative Leadership Development at Capgemini Starts with Onboarding (Recording)

During this session, Ling Sian Tan from Capgemini explained the company’s Next Generation Learning (NGL) philosophy and how they have applied the NGL attitudes and principles to the design of their VP orientation program. See how one of the NGL attitudes – “Connect to Learn” – is driving the success of collaborative learning. She also reviewed fundamental principles that support the corporate attitude of “Connect to Learn”: Use the power of teams in connections Bring experience to create and co-create Connect with many in many ways Watch Video »

Members Only Accelerating Leadership Development Starts with High Potentials (LDEC 01.11.12)

In order to ensure that your leadership pipeline is filled with the right number of the right people at the right time, efforts must start with effective high potential identification and development. During this month’s meeting, we heard about the approaches that Microsoft, Austin Industries and Lockheed Martin take for their high potential identification and development.  Watch Video »

Members Only What Is Leadership Brand, and Why Should You Care about It? (LaTI 12.13.11)

In an effort to improve performance and growth, a few companies are starting to formalize their Leadership Brand. In this LaTI session, Sue Todd and Lynn Lehman shared the concepts behind CorpU’s Learning Brand assessment and how they can apply directly to a company’s Leadership Brand. During this meeting, we: Learned about the importance of Brand Promise, Brand Experience, and Brand Marketing. Heard from members regarding their thoughts and efforts around Leadership Brand. Watch Video »

Members Only Things That Worked for P&G’s R&D University: Using One-on-One Coaching to Train Line Leaders to Teach

Some companies use external trainers or facilitators, rather than line managers, as trainers. Some argue that line managers do not have the skills to train professionally or effectively. To improve their facilitation skills, line managers may be sent to trainer training classes, or might attend a trainer certification program to be licensed to conduct an off-the-shelf training program. Such trainer training takes time. Some argue that the managers are too busy with “real” work; they have no time to spend for trainer training. Further, training departments often shy away from scheduling line managers as trainers because of frequent, last-minute cancellations ... Read More »

Members Only Key Questions about Leadership Development

Over the past decade, several key studies have noted that organizations that invest in leadership development perform better than those that don’t. Yet, despite the correlation between investing in leadership development and improving financial performance, the theory and practice of what works to develop leaders and leadership is hotly contested by academics and practitioners alike. This in-brief research report distills seventy-five years of theory and practice in order to offer learning professionals broad perspective and some insight into the relationship between effective leadership development and its impact on attracting and retaining talent as well as improving organizational performance and agility. The article is organized around a series of questions: What is “Leadership”? Where are the Leaders in an Organization? What is Leadership Development? Why is Leadership Development Important to Strategic Learning Functions? Why is Leadership Development Hard? How Do We Build, Measure and Sustain Effective Leadership Development? Is Leader and Leadership Development Different in a Global Context? How has Leadership Development Changed Over the Years? Why Do So Many Leadership Development Programs Underperform? The article includes a three-page bibliography for further reading as well.   Read More »

Members Only 2011-09-21 Leaders as Teachers Institute Founders Circle Meeting Recording

The Reinvention of Leadership Development in A “Networked Organization.” The networked organization represents a significant shift in the way modern organizations translate strategy into structure relative to organization models that have existed since the 1930s. Companies are undergoing a fundamental change in both the assumptions that determine how they compete and, subsequently, the requirements of what it takes to lead. It's more than merely adjusting leadership competency models to define and develop individual and organizational capabilities in leadership. In our Institute Executive Council meeting, we have invited Brian Powers to share some of his research and findings in this ... Watch Video »

The Ten Reasons to Get Leaders Teaching

The 10 ________________ Reasons To Get Leaders Teaching A) Best B) Urgent C) Desperate (Please select one.) Introduction Dell founder, Michael Dell, stepped back into his role as CEO in 2007 as his company's performance sputtered. He recognized that his business model based on "just-in-time" inventory was no longer enough to sustain long-term growth. The world was moving to a services-based economy and Dell, like IBM two decades prior, was deeply entrenched in hardware. CEO Dell also realized that new Apple stores provided a compelling experience that was luring consumers to ogle and fawn over that invincible innovator's ... Read More »

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