A better way forward: Learner-centric leadership development

A better way forward: Learner-centric leadership development
Posted by Noah Rabinowitz on January 6, 2017.

As we’ve discussed in parts one and two of our four-part series, leadership development is about giving people the knowledge, tools, and experiences they need to be effective leaders at your organization. That means developing them in the context of your business strategies and the issues you face in executing those strategies and reaching goals. Delivering that type of contextual leadership development starts with thinking differently about how you approach leadership learning. To be truly effective, your learners—not the content or the delivery mode or the underlying technology—should be at the center of your approach.

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A better way forward: A business-first approach to leadership development

A better way forward: A business-first approach to leadership development
Posted by Noah Rabinowitz on November 09, 2016.

You may be familiar with cookbook approaches to leadership development: a dash of reading, a sprinkling of inspirational lectures, a few stretch assignments, a bit of mentoring, a case study or two, and even some cool field trips. The result might make leaders feel more prepared or more skilled in general and typically provides a great opportunity to expand their peer network, but the learning often isn’t readily applicable to the real-world problems of the business. In the second installment of our four-part series on leadership development, we look at how organizations can make the development effort more real, more relevant, and more likely to make a meaningful impact by tying it directly to the business.

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The chicken or the egg

Does culture create a leader, or can a leader create culture?

The chicken or the egg
Posted by Anthony Abbatiello on October 07, 2016.

What came first, the chicken or the egg? That question may be as old as time itself.

At Deloitte, we’re pondering a modern version of that question. Does the leader create the culture or does the culture create the leader? Taking that a step further, what’s the cost to an organization’s culture if the leader is a “bad” egg? Culture is a system of values, beliefs, and behaviors that shape how real work gets done in an organization. When organizational culture is aligned to business strategy, the workforce will act and behave in ways that support the achievement of business goals. It’s the leaders’ duty to uphold the values and beliefs of the organization’s culture through their actions and decisions. This, in turn, enables the execution of strategy.
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A better way forward: Digging out of the leadership development black hole

A better way forward: Digging out of the leadership development black hole
Posted by Noah Rabinowitz on September 09, 2016.

Leadership development is big business, to the tune of $31 billion in 2014.1 But where’s the payoff for that investment? Many companies don’t really know (and their consultants allow it to happen). They assume it’s a good thing to do, but leadership development is notorious for not being tracked or assessed in conjunction with the rest of the business or with the same rigor as other decisions and investments. This situation is not likely to be tolerated in any other area of the business and is clearly not sustainable. Yet here it persists, a veritable black hole where plenty of dollars go in, but few measurable results come out. I’d like to propose a better way.

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New TEDx talk: How to be smarter and make better choices (in just 13 minutes!)

New TEDx talk: How to be smarter and make better choices (in just 13 minutes!)
Posted by Juliet Bourke on May 10, 2016.

Five years ago I started reading everything I could find on the topic of diversity of thinking and decision making. There was a lot more opinion than fact, so I started doing my own research too. And, because I work in consulting, my team and I did a lot of our research in real workplaces. So our ideas are thoughtful and practical.

I made mistakes—the biggest one was to think that diversity of thinking was a substitute for capability. It’s not. You can’t just put a whole lot of people into a room who know nothing about a topic and assume that diversity of thinking will plug those knowledge gaps. Take it from me—I tried it, it doesn’t work.

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3 talent dilemmas and ways to tackle them

3 talent dilemmas and ways to tackle them

Posted by Ajit Kambil on October 13, 2015.

Some of the toughest decisions leaders face are about people. Having the wrong people in key positions or failing to act quickly to address issues can damage performance and morale and jeopardize the ability to execute business strategies. While there’s no magic formula to solve talent dilemmas, understanding the potential trade-offs of various actions helps leaders be prepared and can contribute to positive resolution. Let’s look at three common talent dilemmas and potential solutions.

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Making corporate moves

When the business is moving, HR can lighten the load

How the cloud is helping to elevate talent needs in HR Shared Services

Posted by Danielle Feinblum on September 15, 2015.

Businesses move for many reasons—to support changes in the underlying operating model, to be closer to markets, customers, and resources (human or natural), to consolidate operations to save costs, to accommodate growth or divestiture via M&A transactions, to realize tax advantages, and more. Regardless of the motivation for the relocation, the process of relocating can seem overwhelming. HR can be a leader in helping to minimize disruption to the business and employees while helping the business achieve the intended results of the move.

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How HR and business leaders can support digital transformation

How HR and business leaders can support digital transformation

Posted by Doug Palmer on August 5, 2015.

It might be tempting to think your organization’s digital adoption and level of digital sophistication is mostly outside the realm of HR. But new research by MIT Sloan Management Review and Deloitte Digital (Strategy, not technology, drives digital transformation: Becoming a digitally mature enterprise) highlights several reasons why this isn’t the case. The study indicates that how adept businesses are at leveraging digital technologies to transform processes, talent engagement, and business models isn’t as much about technology as it is about strategy, culture, leadership, learning, and talent—all areas within HR’s influence.

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