Topics: Capability Planning
When we first looked at the results of CorpU's Leadership 2012 Study, we were all struck by the finding that just 3% of study respondents felt that their companies had the bench strength (i.e., the leadership talent) needed to meet the strategic business challenges of the next five years. Yet when we looked at the programs and experiences they were offering executives, senior leaders and high potentials, these very same companies were doing what the industry would consider all the “right things.”
Since many of the leadership programs were, according to the CorpU study, either updated or totally changed in the last year or so, I thought that perhaps the problem was simply that they hadn’t been doing it right long enough. Certainly some of the most successful companies at developing leaders have been at it a lot longer.
However, I’m beginning to think that the standard succession planning process ignores two critical facts when developing competency models and development programs.
“I’m grateful to be in this network. The calls I had with other members gave me the information I needed to move my project forward.”Annette RollsLeadership Development Program Designer, Boeing
“We were able to realize almost immediate value—in terms of definitively quantifiable savings—by implementing the concepts introduced during this [Art of Negotiation] program.”Ken MurphyEVP of Sales and Operations, Mattress Firm
“In my particular case, I certainly care about the HR functions, but that’s not why I wake up every day. I care about advancing the ball down the field with our people’s professional development skills and knowledge. You guys focus 100% on the learning piece, and that’s what I like.”Jim StewartCLO, Teradata