Using personalization strategies is vital because it helps make leadership training stick. But every potential leader doesn't need the same leadership training. Read on to learn 5 personalization strategies to improve your leadership training.
This post was first published on eLearning Industry.
The often repeated phrase “Good leaders aren’t always born – they can be made!” is true. Quite often though, these leaders are created with the help of highly sophisticated software; and not in boardrooms or around negotiating tables, but behind a screen and a keyboard! While traditional leadership development tools, such as learning exchange, action learning, and role-rotation, are good, they can be time consuming. There may be a considerable lag-time from the time that future leaders enter such programs, to the time they finally emerge as fully trained leaders. The use of simulators is a very quick, cost-effective, and risk-free way to develop leadership skills; and many world class organizations have already embraced them. In this article, we’ll talk about different ways to use simulations to develop leaders.
This post was first published on eLearning Industry.
Do you have demands and requests for more relevant leadership training? Here are some great tips on how to use mobile learning to deliver meaningful, engaging leadership training with high impact.
This post was first published on eLearning Industry.
When a company implements a leadership training initiative, they shouldn’t lose sight of the context of the workplace, the workers, and the work overall. Why do they need to address context in leadership training? Because leadership training fails when it tries to churn out the same type of leader for every situation.
This post was first published on eLearning Industry.
This article looks at 4 steps to building a strategic Training and Development program within a growing company. Without effective strategic alignment, a company is limiting its speed of growth and effectiveness.
This post was first published on eLearning Industry.
The objective is to consider the responsibilities of top management commitment towards the employees in there organization.
This post was first published on eLearning Industry.
Usually, when we make any decision, the result probability is either positive or negative. So, for effective decision making, a person must weigh the positives and negatives of each option, and consider all the alternatives.
This post was first published on eLearning Industry.
Today’s managers need smart, personalized leadership training they can access anywhere, on any device. Find out how digital solutions can align your learning for today’s managers and tomorrow’s leaders.
This post was first published on eLearning Industry.
Britain’s Chartered Institute of Personnel and Development (CIPD) defines succession planning very succinctly as:
“…the process of identifying and developing potential future leaders or senior managers, as well as individuals to fill other business-critical positions, either in the short- or the long-term.”
It does not matter, therefore, which line of business you are in –government, education, health care, not-for-profit charity–, you need to plan for succession; because if you do not, there will be a leadership vacuum someday, and that could be disastrous for the organization!
So, how does one go about planning for succession? Well, most large organizations have their unique philosophies for doing so. Several Human Resource departments have developed proprietary methodologies for succession planning. However, the generic succession planning process involves the following 5 steps:
The main objective of having a succession plan is that the organization is always prepared to fill in a top-level executive vacancy – regardless of when or how it occurs.
Like the personalized succession planning processes alluded to earlier, the options available to prepare prospective candidates for succession are also varied. However, which options are preferred depends entirely upon the results of Step#4 in the planning process – gap analysis.
The function of the gap analysis is to identify the strengths and weaknesses of all of the candidates identified as potential successors. Most importantly, this step seeks to highlight significant gaps that future successors may have, in terms of training, skills, experience, personality traits and other factors, that may impede their ability to succeed in the new role.
Following a detailed review of the gap analysis, succession planners should be able to produce a personalized developmental plan for each potential successor. This personal plan may include any/all of the following components:
A key point to note here is that while training is a very crucial component of succession planning, it should not be the only option. Training, regardless of its intensity and comprehensiveness, can only prepare candidates to a certain degree.
Besides, most training programs give students theoretical preparedness, even if it is carried out in life-line simulated environments. Senior-level positions often require real-world, hands-on preparedness to guide the organization in the long run.
Therefore, in order to be truly effective, a good succession plan should consider several or all of the above options to fill gaps in a potential successor’s knowledge and skills.
A common dilemma for succession planners is: When should news about the succession planning process be shared with middle or lower management? Ideally, planners must consider the benefits of being up-front, open and transparent about the ongoing succession planning efforts; versus the potential drawbacks.
When deciding upon whether to be transparent about an organizations succession plans, corporate culture plays a big role. Often, in institutions with strict hierarchical structures, such as military, transparency is practiced on a “need to know” basis.
Democratic institutions, like charitable organizations, hospitals, and private companies might find that being transparent early in the succession cycle will be much more rewarding in the long run. However, succession planners must put appropriate mitigation strategies in place to address all of the cons (messaging, disgruntled employees, business continuity during transitions, risk of talent poaching) that arise from being transparent.
As I have already mentioned above, while training is not the only component of the succession planning program, it is certainly a crucial part of it. Therefore, if you want to learn more about designing effective learning experiences for your succession planning program, please check out the Instructional Design for eLearning: Essential guide to creating successful eLearning courses book. This book is also available in Spanish.
This post was first published on eLearning Industry.
