External Trends:

Build a Culture of Shared Leadership

Organizations whose leaders empower collaboration to drive business results are:

• 2.5x more likely to see an increase in talent retention
• 2.2x more likely to have leaders with the emotional intelligence and competencies to drive business goals
• 56% more likely to see employee engagement increase

Use One Leadership Model Across the Enterprise

Top planned actions to improve leader impact in 2021-2022:

• Increased focus on coaching, mentoring at all leader levels
• Get Leaders more active in developing leaders
• Improve alignment between leadership development programs and business goals
• More investment in developing leaders at all leader levels

Organizations that report higher business impact from LD have core leader competencies that are consistent across the enterprise. Typical competencies within a leadership model include:

• Emotional intelligence
• Building relationships
• Collaboration
• Valuing inclusion and diversity
• Championing change

Culture correlates with performance & has become a strategic priority; increasingly acknowledged as a competitive advantage, differentiator & important factor in an organisations ability to adapt

A recent global survey by PWC of 3,200 workers in more than 40 countries reported that strong cultures drive better business outcomes. 70% who said that their organisations were able to adapt over the past year also reported that their culture had been a source of competitive advantage & 67% of survey respondents said culture is more important than strategy or operations.

Based on research of over 1,000 organizations that encompass more than three million individuals, those with top quartile cultures post a return to shareholders 60 percent higher than median companies and 200 percent higher than those in the bottom quartile.

Employees are craving investment in the Human aspects of work; Recruiting and retaining talent is easier for organisations that prioritize and proactively manage employee experience, have a clear connection to purpose and empathetic leaders

• In one study the top three factors employees cited as reasons for quitting were that they didn’t feel valued by their organizations (54 percent) or their managers (52 percent) or because they didn’t feel a sense of belonging at work (51 percent)
• According to one University study, organizations with poor company culture are 48% more likely to experience a high company turnover, one which is 34% greater than those organizations who have consciously developed a rich and fulfilling environment for their employees.
• Employees who believe that their company has a higher purpose over just making a profit are 27% more likely to stay at their current organization

Re-invent High-Potential Identification and Development

Research revealed Hi-Pos should be based not only on the skill and performance of employees, but on factors such as:

• Emotional intelligence (self awareness, organizational awareness, self-regulation, empathy)
• Learning agility
• Adaptability

Prioritize Early-Career Leadership Development

Some of the key focus elements of early-career leadership programs, from more than a dozen case studies from the Brandon Hall Group Excellence Awards Program, include:

• Team leadership, with a focus on hyper-collaboration and learning agility
• Using assessments to identify individual development areas
• Alignment of the interests and goals of high-potentials leadership with the development journey
• Leadership through empowerment
• Resilience
• Comfort with ambiguity
• Coaching and mentoring training
• How to build cohesive and effective teams
• Techniques for building inclusion