Shaun Waterman THE WASHINGTON TIMES
An Army pilot project is teaching soldiers techniques drawn from sports psychology such as visualization and bio-feedback to help deal with stress and other mental consequences of combat.
"People that study human performance the most carefully recognize the connection between the physical and mental elements of success ... especially at moments of truth," said Lt. Col. Greg Burbelo.
Col. Burbelo is director of the Army Center for Enhanced Performance (ACEP), a project developed for Olympic athletes - and previously used by trainers with elite West Point cadets and special forces - and applying them to basic training for Army recruits and on-the-job "professional development" for active-duty soldiers.
"We've figured out how to do this for our 4,000 cadets," said Lt. Col. Carl Ohlson of the U.S. Military Academy. "Now we have to figure out the best way to scale and refine that for the whole Army."
The center is also piloting the techniques with injured and maimed soldiers as part of the Army's Warriors in Transition program.
"Even with the best possible physical training, you can't ignore the psychological piece," said Col. Burbelo, "We teach soldiers the relationship between thoughts, feelings and perceptions" on the one hand "and performance" on the other. "There is a mind-body connection. ... They are interrelated. You can leverage your body to perform better."
The center teaches five sets of skills, including goal setting, imagery integration or visualization and energy management, which uses bio-feedback and breathing exercises to help soldiers regulate their response to stressful situations. In bio-feedback training, soldiers are hooked up to medical equipment that shows them changes in pulse rate and blood pressure.
Trainees are taught techniques to get their hormonal response to stress under control. "It's called eliciting the relaxation response," said Col. Burbelo.
"Obviously, when you are entering a building filled with hostiles, your physiology is off the charts," he said. "We teach a routine of self-regulatory techniques that you can use rather than letting your body take you for a ride in response to external stressors."
Col. Ohlson calls it, "training yourself to manage the things that are controllable in an environment that is largely uncontrollable."
"The guys that go through this become your best soldiers," said Army Brig. Gen. Robert B. Brown, deputy commander of the U.S.-led Multi-National Division North in Iraq. "The difference is being able to perform at your very best at the moments when it counts the most."
Gen. Brown went through the original West Point course as a captain in 1990, and has used the techniques he learned there in combat in Haiti, Bosnia and Iraq.
"You train the way you fight," he said. "Traditional training puts soldiers in a stressful situation ... now we can train them how to handle it.
"It surprises me that it's taken so long" for these ideas to get traction throughout the whole Army, he told The Washington Times by telephone from Iraq.
Gen. Brown said he is especially keen on the goal-setting skills that the center teaches, and uses these techniques with the soldiers under his command. "Each soldier has a goals book," he said, in which they record their targets - whether personal, professional, military, or if they wish spiritual - and then break down achieving them into measurable tasks.
"The difference between the best and the worst soldiers is not usually intelligence, it's focus," said Gen. Brown, adding that the mental skills ACEP imparted were essential to create "agile leaders" the Army needed.
In the days of the first Iraq War, "we could overpower the enemy. Now we have to out-think them."
Another of the ACEP skill sets - visualization - produces results Gen. Brown said he has seen firsthand. Here, trainees are encouraged to think about themselves succeeding at a task before attempting it.
At West Point, said Col. Ohlson, trainees write a script describing themselves in great detail succeeding at a particular task - like a physical fitness test. The scripts are recorded so trainees can listen to them over and over again in "numerous rehearsals incorporating a picture of themselves succeeding."
"The real take-away is educating them to ... use that as a skill" to prepare for high stakes situations like combat, said Col. Burbelo, "rather than let their heads get filled with doubts, worries and fear.
"You're not going to be Tiger Woods if you just show up," Gen. Brown said. "Before a great orator gives a speech, he's practiced it over and over in his mind. ... Everyone gets scared, but you have to be confident, in yourself, your team, your equipment.
"A lot of successful people can do this naturally," he added of visualization, "Many have taught themselves; ACEP is institutionalizing that."
The center is running pilot projects at nine Army installations across the country, and Army researchers from Walter Reed Army Medical Center are studying the effectiveness of training by the ACEP project at Fort Jackson, S.C. The researchers' conclusions and their recommendations for the future of the pilot will go to the Army staff at the Pentagon later this year.
The study should provide hard data to demonstrate the effectiveness of the training, Gen. Brown said. "There needs to be more scientific study to get the naysayers" on board.
Wednesday, July 29, 2009
Tuesday, July 28, 2009
Business Week: Low Grades for Performance Reivews
Some years ago, a human resources manager at Apple Computer (AAPL) got her managers to finish their performance reviews by bribing them with free tickets to San Francisco Giants games.
At North Carolina software company SAS Institute, David Russo, then head of HR, got cheers from employees in the mid-1990s for a bonfire celebration that fed appraisal forms into the flames. Nothing has changed much since then. Managers don't like doing appraisals. Employees don't like getting them. Perhaps that's because they all suspect what the evidence shows: Such performance reviews don't work.
Read the entire article at: http://www.businessweek.com/magazine/content/09_31/b4141080608077.htm
Wednesday, July 22, 2009
Fall Professional Development Classes
Very exciting stuff.
We have already received and processed registrations for the fall, 2009 semester of professional development classes offered with CSN.
Beginning in October, these great programs will be offered:
Leadership 1 Certification Series
Customer Service 1 Certification Series
Human Resources 1 Certification Series
Please visit our schedule page at: http://www.soaringeagleent.com/schedule.htm to check dates and to register.
We have already received and processed registrations for the fall, 2009 semester of professional development classes offered with CSN.
Beginning in October, these great programs will be offered:
Leadership 1 Certification Series
Customer Service 1 Certification Series
Human Resources 1 Certification Series
Please visit our schedule page at: http://www.soaringeagleent.com/schedule.htm to check dates and to register.
Ten Steps to Building a Service Culture
From the Soaring Eagle Enterprises Service Management and Service Culture training program:
Determine, measure and report service levels.
Recognize and reward excellence in customer service.
Recruit and retain customer driven team members.
Treat fellow team members with the courtesy, urgency, compassion, and respect given to external customers.
Empower customer contact personnel to answer questions and complete common transactions.
Evaluate all personnel on service related job standards.
Define organizational mission in terms of customer service.
Understand customer needs, wants, and expectations.
Devote serious levels of training to customer service.
Build mechanisms for constant improvements in service levels.
Determine, measure and report service levels.
Recognize and reward excellence in customer service.
Recruit and retain customer driven team members.
Treat fellow team members with the courtesy, urgency, compassion, and respect given to external customers.
Empower customer contact personnel to answer questions and complete common transactions.
Evaluate all personnel on service related job standards.
Define organizational mission in terms of customer service.
Understand customer needs, wants, and expectations.
Devote serious levels of training to customer service.
Build mechanisms for constant improvements in service levels.
Lean Management and Performance Metrics
Since late 2007, I have had the good fortune to consult with a number of businesses in all types of industry groups about efficiency and effectiveness.
Overall, most business leaders have a good handle on how to deal with shrinking revenues and the potential of rising costs. However, many managers are completely unfamiliar with using key performance metrics to demonstrate, predict and manage to their results. These key performance metrics are a needed management tool in all environments but more necessary than ever in the current economic climate.
As a 101 level overview, performance metrics are most commonly expressed in the terms of a ratio that compares results to the needed resources to generate results. They are also compared historically and many industries can compare to organizations of the same size and type.
Below is a brief description of the most common and easiest to use performance metrics:
FTE Ratio
This efficiency ratio compares your core business deliverable to the number of people required to produce the product or service. This is an easily created and compared number. In it's most simple form, it is the the number of widgets produced (gallons of water, training hours, cars serviced, parishioners in church, et. al.) divided by the number of people working for you.
If the ratio is improving, your organization is producing more with less. If the ratio is shrinking, you need to look at trimming staffing levels to remain competitive.
Efficiency Ratio
This ratio is more financial in nature but a great tool to manage working units. It is comprised of total revenue divided by total recurring expenses. Simply stated, it measures how much it costs you to generate revenue. As with the FTE Ratio, need for improvement is easy to see.
Service Ratio
Like the FTE and Efficiency Ratios, this formula measures how many people your organization serves and how many people it takes to maintain this service level. This ratio is especially useful when revenue information or revenue itself lags from the point of customer contact or revenue matures over the life of a customer relationship.
As with all management tools, key performance metrics can vary greatly over industry types and sizes. The importance is in the discipline to define, report and manage to the key indicators your organization decides upon.
The Benefits of Positive Feedback
From the Soaring Eagle Enterprises Training Program: Coaching I-Positive and Corrective Feedback.
The benefits of positive feedback are immense and powerful. They include:
1. Performance increases. Team members want to perform to continue to receive praise and positive feedback. Team members that see others receiving positive feedback will increase their performance to receive it as well.
2. Increased engagement. Team members that are regularly and consistently provided with positive feedback will be more engaged and attached to the organization.
3. Reduced turnover. When team members feel appreciated they are much less likely to leave.
4. Potential for improvements are realized. Team members strive harder when they know they will be recognized for their work. Hidden potentials and performance elements previously not seen will be revealed.
5. Satisfaction levels rise. Team member satisfaction will increase when they receive constant and consistent positive feedback.
6. Corrective coaching is better received. Many times, the biggest reason that corrective coaching does not go well is because team members feel picked at or over-scrutinized. When positive feedback equals or is greater in volume than corrective feedback, this feeling is eliminated or reduced.
7. Morale is improved. After receiving positive feedback, the demeanor of team members is raised and collectively, that improves team morale.
8. Fear and avoidance of the boss is eliminated. Many team members avoid any contact or communication with the boss because the only time they hear from him or her is when things are bad or something went wrong. The use of consistent and constant positive feedback eliminates this avoidance.
9. Team and team member apathy is reduced or eliminated. Many team members perform at a good level or achieve something significant and hear nothing about it. Over a couple of occurrences, that team member will develop a “why bother” type of approach. When team members receive positive feedback, the apathy is eliminated.
10. Appearances of favoritism is reduced. When team members see the equal application and distribution of positive feedback, the appearance of favorite treatment is reduced.
The benefits of positive feedback are immense and powerful. They include:
1. Performance increases. Team members want to perform to continue to receive praise and positive feedback. Team members that see others receiving positive feedback will increase their performance to receive it as well.
2. Increased engagement. Team members that are regularly and consistently provided with positive feedback will be more engaged and attached to the organization.
3. Reduced turnover. When team members feel appreciated they are much less likely to leave.
4. Potential for improvements are realized. Team members strive harder when they know they will be recognized for their work. Hidden potentials and performance elements previously not seen will be revealed.
5. Satisfaction levels rise. Team member satisfaction will increase when they receive constant and consistent positive feedback.
6. Corrective coaching is better received. Many times, the biggest reason that corrective coaching does not go well is because team members feel picked at or over-scrutinized. When positive feedback equals or is greater in volume than corrective feedback, this feeling is eliminated or reduced.
7. Morale is improved. After receiving positive feedback, the demeanor of team members is raised and collectively, that improves team morale.
8. Fear and avoidance of the boss is eliminated. Many team members avoid any contact or communication with the boss because the only time they hear from him or her is when things are bad or something went wrong. The use of consistent and constant positive feedback eliminates this avoidance.
9. Team and team member apathy is reduced or eliminated. Many team members perform at a good level or achieve something significant and hear nothing about it. Over a couple of occurrences, that team member will develop a “why bother” type of approach. When team members receive positive feedback, the apathy is eliminated.
10. Appearances of favoritism is reduced. When team members see the equal application and distribution of positive feedback, the appearance of favorite treatment is reduced.
Return on Investment in Coaching Behaviors
Coaching programs delivered an average return on investment of 5.7 times the initial investment.
The average return on an executive coaching assignment was more than $100,000.
Productivity increased (reported by 53% of executives)
Quality improved (48%)
Organizational strength increased (48%)
Customer service improved (39%)
Reducing customer complaints (34%)
Retaining executives (32%)
Cost reductions (23%)
Bottom-line profitability (22%)
Working relationships with direct reports improved (reported by 77%of executives)
Working relationships with immediate supervisors improved (71%)
Teamwork enhanced (67%)
Working relationships with peers improved (63%)
Job satisfaction increased (61%)
Conflict reductions were more effective (52%)
Organizational commitment increased (44%)
Working relationships with clients improved (37%)
Forbes Executive Survey Data
From Forbes: What Not to Wear to Work
What Not To Wear To Work
Laura Sinberg
Many professional women are guilty of multiple fashion faux pas without realizing it, and their lack of judgment can sometimes lead to being passed over for a job or promotion.
Experts agree that one of the biggest fashion mistakes women make, for example, is showing too much cleavage.
"It's distracting and inappropriate in a business environment," says Ginger Burr, president of Total Image Consultants in Lynn, Mass., and author of Fashion Secrets Mother Never Taught You.
Dressing too sexy can also have psychological effects on your peers, according to Peter Glick, a professor of psychology at Lawrence University in Wisconsin. A study by Glick that was published in Psychology of Women Quarterly indicates that women in high-level positions who dress in what is seen as sexy attire are viewed as less competent--regardless of their skill sets. These women are passed over for promotions more often than their more modestly dresses female colleagues.
So if you want to get ahead in the workplace, better rethink that low-cut top.
The Unspoken Rules
If you're confused about what is appropriate, you aren't alone, says Barbara Pachter, an etiquette expert who advises companies like Pfizer and Microsoft, noting that a surprising number of executive women admit to not knowing what styles suit their bodies.
In fact, many women wear clothes that are either too big or not tailored properly, a fashion snafu that is easily avoided, says Pachter, who advises buying clothes at department stores with on-site tailors or simply patronizing your neighborhood tailor.
Details are important, adds Burr, whose home-study program, "Who Taught You How to Dress," helps clients navigate some of these issues. She tells of a client who was passed over for a promotion for a detail as small as scuffed shoes. "There were two people who were equally qualified for the position, and in the end it came down to one candidate was wearing shoes that were scuffed," she says. "The company wondered whether that would translate in a work [environment] to other details being overlooked."
Even politicians and celebrities have to polish their looks in the hopes of furthering their careers. Hillary Clinton is a prime example. More than once she has revamped her look and wardrobe--sometimes criticized as too severe and masculine--to include more traditionally feminine touches, like pastel suits, in an effort to emphasize her role as a wife and mother and relate more to the voting public.
Assess Your Work Environment
According to James McDonald Jr., a partner at the Irvine, Calif., offices of labor and employment law firm Fisher & Phillips, it is generally legal for an employer to institute an employee dress code. But you don't need to read a company manual to see what is and what is not appropriate to wear to work. The best advice experts give is to simply look around the office: Are the female VPs wearing stockings in the summer months? Is your manager one who rarely takes off her jacket or, perhaps, does she favor short skirts and skinny jeans? The fashion and social service industries, for instance, ordinarily have much more relaxed dress codes than, say, law firms.
Even if your position doesn't require you to see outside clients, you are still "making an impression on your boss [and] your potential future boss," notes Heather Klief, a human resources adviser for insurance company ING.
While women may have more options about what to wear in the workplace, they also have more room for misstep, notes psychology professor Glick. "What's a man going to wear, a pair of Dockers and a button-down shirt, as opposed to a tie and a shirt?" Pit that scenario against a woman whose maxi dress is semi-transparent and, well, the impact on their respective reputations hardly compares.
Common Mistakes Women Make
In general, there are wardrobe selections women should always avoid in the workplace. In addition to the aforementioned maxi dress, wearing clothing that reveals your bra or panty lines is inappropriate office attire. Period. Ditto for micro-mini skirts and sheer clothing without a lining or cover-up.
Summer is a season that opens the door to a slew of potential fashion landmines for professional women, including spaghetti-strap tops and gladiator sandals, a hot-ticket item that should be avoided unless the dress code is so laid back that "everyone, including higher-ups, is wearing flip flops," Burr says.
So is being overly conservative the key to advancing? Not necessarily, says Glick. Although it can't hurt to err on the side of caution, asserting a little bit of individuality and personal style can boost your confidence and ability. As elsewhere in your business, it pays to stay one step ahead of the expected.
Laura Sinberg
Many professional women are guilty of multiple fashion faux pas without realizing it, and their lack of judgment can sometimes lead to being passed over for a job or promotion.
Experts agree that one of the biggest fashion mistakes women make, for example, is showing too much cleavage.
"It's distracting and inappropriate in a business environment," says Ginger Burr, president of Total Image Consultants in Lynn, Mass., and author of Fashion Secrets Mother Never Taught You.
Dressing too sexy can also have psychological effects on your peers, according to Peter Glick, a professor of psychology at Lawrence University in Wisconsin. A study by Glick that was published in Psychology of Women Quarterly indicates that women in high-level positions who dress in what is seen as sexy attire are viewed as less competent--regardless of their skill sets. These women are passed over for promotions more often than their more modestly dresses female colleagues.
So if you want to get ahead in the workplace, better rethink that low-cut top.
The Unspoken Rules
If you're confused about what is appropriate, you aren't alone, says Barbara Pachter, an etiquette expert who advises companies like Pfizer and Microsoft, noting that a surprising number of executive women admit to not knowing what styles suit their bodies.
In fact, many women wear clothes that are either too big or not tailored properly, a fashion snafu that is easily avoided, says Pachter, who advises buying clothes at department stores with on-site tailors or simply patronizing your neighborhood tailor.
Details are important, adds Burr, whose home-study program, "Who Taught You How to Dress," helps clients navigate some of these issues. She tells of a client who was passed over for a promotion for a detail as small as scuffed shoes. "There were two people who were equally qualified for the position, and in the end it came down to one candidate was wearing shoes that were scuffed," she says. "The company wondered whether that would translate in a work [environment] to other details being overlooked."
Even politicians and celebrities have to polish their looks in the hopes of furthering their careers. Hillary Clinton is a prime example. More than once she has revamped her look and wardrobe--sometimes criticized as too severe and masculine--to include more traditionally feminine touches, like pastel suits, in an effort to emphasize her role as a wife and mother and relate more to the voting public.
Assess Your Work Environment
According to James McDonald Jr., a partner at the Irvine, Calif., offices of labor and employment law firm Fisher & Phillips, it is generally legal for an employer to institute an employee dress code. But you don't need to read a company manual to see what is and what is not appropriate to wear to work. The best advice experts give is to simply look around the office: Are the female VPs wearing stockings in the summer months? Is your manager one who rarely takes off her jacket or, perhaps, does she favor short skirts and skinny jeans? The fashion and social service industries, for instance, ordinarily have much more relaxed dress codes than, say, law firms.
Even if your position doesn't require you to see outside clients, you are still "making an impression on your boss [and] your potential future boss," notes Heather Klief, a human resources adviser for insurance company ING.
While women may have more options about what to wear in the workplace, they also have more room for misstep, notes psychology professor Glick. "What's a man going to wear, a pair of Dockers and a button-down shirt, as opposed to a tie and a shirt?" Pit that scenario against a woman whose maxi dress is semi-transparent and, well, the impact on their respective reputations hardly compares.
Common Mistakes Women Make
In general, there are wardrobe selections women should always avoid in the workplace. In addition to the aforementioned maxi dress, wearing clothing that reveals your bra or panty lines is inappropriate office attire. Period. Ditto for micro-mini skirts and sheer clothing without a lining or cover-up.
Summer is a season that opens the door to a slew of potential fashion landmines for professional women, including spaghetti-strap tops and gladiator sandals, a hot-ticket item that should be avoided unless the dress code is so laid back that "everyone, including higher-ups, is wearing flip flops," Burr says.
So is being overly conservative the key to advancing? Not necessarily, says Glick. Although it can't hurt to err on the side of caution, asserting a little bit of individuality and personal style can boost your confidence and ability. As elsewhere in your business, it pays to stay one step ahead of the expected.
Friday, July 10, 2009
Social Media Finding It's Way Into Corporate Strategy and Culture
This article is directed at C-Suite leadership including Human Resources leaders engaged in
formulating or managing your company’s social media strategy.
Social media is explained in only moderate technical depth with greater emphasis placed upon
the design and implementation of a social media game plan within your company. Considerable
attention is placed upon ethical conduct and statutory compliance by employees using social
media.
Read the rest of this report: http://www.linkageinc.com/thinking/linkageleader/Documents/Patrick_Dailey_Social_Media_Finding_Its_Way.pdf?CC=TLL09-EM7
formulating or managing your company’s social media strategy.
Social media is explained in only moderate technical depth with greater emphasis placed upon
the design and implementation of a social media game plan within your company. Considerable
attention is placed upon ethical conduct and statutory compliance by employees using social
media.
Read the rest of this report: http://www.linkageinc.com/thinking/linkageleader/Documents/Patrick_Dailey_Social_Media_Finding_Its_Way.pdf?CC=TLL09-EM7
Saturday, July 4, 2009
Cost Effective Leadership Development
Organizations are changing the way they approach executive development, some permanently so, as economic realities are forcing innovative practices for both companies and those who provide development services. A new study by The Institute of Executive Development finds that organizations find themselves in a quandary. There is a tremendous need to leverage executives to drive required change and new strategies; yet, budgets for development and support of these leaders are considerably lower (or nonexistent) vs. recent years. There are several key ways in which the process of senior-leader development is adapting and trying to keep up with the pace of change across the organization. Ultimately, some organizations’ strategies may be at risk if the development of their leaders does not continue in some way, shape or form.The study, “Cost Effective Executive Development,” contains data from more than 25 global organizations across Asia, the Americas and Europe and 10 industry sectors. Among the key findings:
High potential’s go virtual: Relative to their executive peers, up-and-coming high-potential managers, all things being equal, are more comfortable with the use of technology across all areas of business, including their own development. Several high-potential programs have turned to technology as a cornerstone in development activities which reduces time, travel and costs, and also opens up new development opportunities with a global audience.
Delivery models are morphing: Faced with flat budgets and less staff, some companies are changing their delivery models and sending instructors to the field instead of having all participants travel to headquarters. These corporate programs are delivered in multiple locations, eliminating participant travel expenses and reducing employee’s time out of office, which all add up to dollars saved.
Action learning more common: Already popular in many organizations because of the significant learning that comes when development is embedded with real work, the use of action learning is increasing now as it also has little direct cost.
Leaders become teachers: Active participation by an organization’s own executives is another way to manage program costs and provide excellent learning experiences. Utilizing executives and managers as mentors is a terrific way to transfer organizational knowledge and share the wisdom of someone with deep institutional knowledge.
Development more customized: General competency building for wide bands of employees are under tight scrutiny, and organizations are seeking specific development for specific populations, and in some cases are focusing on a smaller number of leaders or a given cohort, vs. an entire group.
Leader development professionals have few options in this demanding economy: make cuts across the board and hope that development effectiveness is not too severely affected; make cuts strategically by analyzing current spend, investments and priorities, and revising the plan to maintain high-quality development in selected areas with less spending; cut what was planned but not yet implemented and continue with what is already under way.
The problem in many organizations is they do not understand the extent of their current costs, where tradeoffs might be made, and often feel tied to existing programs and approaches for leader development. “This is unlike previous situations when people dealt with budget cuts by simply trimming back or canceling programs,” said Nancy Thomas, director with The Institute of Executive Development.“Organizations are re-evaluating their overall strategies and how they develop leaders. Some development professionals don’t anticipate budgets will ever return to recent levels, requiring them to find ways to be much more efficient with far fewer resources.”Findings from the study give new insight into the realities of the executive development field.
The study culminates in a set of recommendations to help organizations navigate the economic reality and any longer-term changes to the industry:
Investigate new technology. Technology is used across a wide spectrum of development and there is an increasing interest in how to explicitly incorporate technology into a leader development strategy. For many people, this remains a mystery as reported through the interviews conducted for this study. The first step is to think carefully about what the organization needs including the specific audience and content to be provided, and then focus on the right technology to use and go get familiar with the various options (custom leader development portals, social media, LMS systems, webinar technologies, online learning, virtual classrooms).
Explore new models for leader development. After cutting programs, resetting budgets and downsizing staff, it’s an opportune time to take a fresh look at how to structure leadership development within a cost model that will enable sustainable high quality development. Consider what work should be centralized and what should be managed regionally and how to balance the need for consistency in content and design across the enterprise with local/regional needs.Take a look at how to maximize staffing resources across the development value chain. For some work it may be more effective to increase capabilities internally to design, develop, deliver programs and coach executives, and in other cases more cost effective to contract with external consultants where expertise is required for specific assignments.
Review organizational needs. Given the changes most organizations have undertaken, now is the right time to reassess leadership needs. Think strategically about where the organization is going, what the leadership pipeline looks like now after all the downsizing and realigning of departments and what new leadership capabilities are required to support future direction.
Inventory current development programs with a critical eye and determine if it’s time to revamp or obsolete some legacy programs. For organizations still relying heavily on traditional classes and workshops for development, now is your chance to redefine and reposition what development is.
Measure impact. Having relevant data on the impact of leader development activities provides a strong business case. The need for measurement may have been overlooked or downplayed in the past, but this is critical during times of budget cuts. Look for ways to gather both quantitative and qualitative data, and make changes to ensure resources are invested in high impact places.
"I find it encouraging to see companies with a tradition of commitment to management development finding innovative ways to continue that commitment even through the downturn,” said Stephen Mercer, associate of The Institute of Executive Development.
“They find opportunity in adversity and use the pressure-packed environment to get more productivity out of their development dollars, without sacrificing the quality of their efforts. The management development teams in those companies didn't complain; they adapted."
High potential’s go virtual: Relative to their executive peers, up-and-coming high-potential managers, all things being equal, are more comfortable with the use of technology across all areas of business, including their own development. Several high-potential programs have turned to technology as a cornerstone in development activities which reduces time, travel and costs, and also opens up new development opportunities with a global audience.
Delivery models are morphing: Faced with flat budgets and less staff, some companies are changing their delivery models and sending instructors to the field instead of having all participants travel to headquarters. These corporate programs are delivered in multiple locations, eliminating participant travel expenses and reducing employee’s time out of office, which all add up to dollars saved.
Action learning more common: Already popular in many organizations because of the significant learning that comes when development is embedded with real work, the use of action learning is increasing now as it also has little direct cost.
Leaders become teachers: Active participation by an organization’s own executives is another way to manage program costs and provide excellent learning experiences. Utilizing executives and managers as mentors is a terrific way to transfer organizational knowledge and share the wisdom of someone with deep institutional knowledge.
Development more customized: General competency building for wide bands of employees are under tight scrutiny, and organizations are seeking specific development for specific populations, and in some cases are focusing on a smaller number of leaders or a given cohort, vs. an entire group.
Leader development professionals have few options in this demanding economy: make cuts across the board and hope that development effectiveness is not too severely affected; make cuts strategically by analyzing current spend, investments and priorities, and revising the plan to maintain high-quality development in selected areas with less spending; cut what was planned but not yet implemented and continue with what is already under way.
The problem in many organizations is they do not understand the extent of their current costs, where tradeoffs might be made, and often feel tied to existing programs and approaches for leader development. “This is unlike previous situations when people dealt with budget cuts by simply trimming back or canceling programs,” said Nancy Thomas, director with The Institute of Executive Development.“Organizations are re-evaluating their overall strategies and how they develop leaders. Some development professionals don’t anticipate budgets will ever return to recent levels, requiring them to find ways to be much more efficient with far fewer resources.”Findings from the study give new insight into the realities of the executive development field.
The study culminates in a set of recommendations to help organizations navigate the economic reality and any longer-term changes to the industry:
Investigate new technology. Technology is used across a wide spectrum of development and there is an increasing interest in how to explicitly incorporate technology into a leader development strategy. For many people, this remains a mystery as reported through the interviews conducted for this study. The first step is to think carefully about what the organization needs including the specific audience and content to be provided, and then focus on the right technology to use and go get familiar with the various options (custom leader development portals, social media, LMS systems, webinar technologies, online learning, virtual classrooms).
Explore new models for leader development. After cutting programs, resetting budgets and downsizing staff, it’s an opportune time to take a fresh look at how to structure leadership development within a cost model that will enable sustainable high quality development. Consider what work should be centralized and what should be managed regionally and how to balance the need for consistency in content and design across the enterprise with local/regional needs.Take a look at how to maximize staffing resources across the development value chain. For some work it may be more effective to increase capabilities internally to design, develop, deliver programs and coach executives, and in other cases more cost effective to contract with external consultants where expertise is required for specific assignments.
Review organizational needs. Given the changes most organizations have undertaken, now is the right time to reassess leadership needs. Think strategically about where the organization is going, what the leadership pipeline looks like now after all the downsizing and realigning of departments and what new leadership capabilities are required to support future direction.
Inventory current development programs with a critical eye and determine if it’s time to revamp or obsolete some legacy programs. For organizations still relying heavily on traditional classes and workshops for development, now is your chance to redefine and reposition what development is.
Measure impact. Having relevant data on the impact of leader development activities provides a strong business case. The need for measurement may have been overlooked or downplayed in the past, but this is critical during times of budget cuts. Look for ways to gather both quantitative and qualitative data, and make changes to ensure resources are invested in high impact places.
"I find it encouraging to see companies with a tradition of commitment to management development finding innovative ways to continue that commitment even through the downturn,” said Stephen Mercer, associate of The Institute of Executive Development.
“They find opportunity in adversity and use the pressure-packed environment to get more productivity out of their development dollars, without sacrificing the quality of their efforts. The management development teams in those companies didn't complain; they adapted."
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