What role does leadership development play in creating an organization that’s responsive to change?
That’s the question that popped into my head as I read the Institute for Corporate Productivity’s (i4cp) infographic that summarizes the top ten critical issues in the field of human capital management. (See below)
The i4cp’s research report Building a Change-Ready Organization: Critical Human Capital Issues 2013 focuses on large-scale issues such as workforce analytics, strategy execution and measuring human capital. I was pleased to see Leadership Development land not only on the Top Ten list, but also being called out as a best practice of “HPO”s or High-Performing Organizations.
I requested a copy of the report to explore this issue further. Here’s what I discovered:
High-performing organizations are nearly three times more effective than their lower-performing counterparts in developing the skill of agile leadership – the ability to proactively anticipate and respond to rapid and pervasive change. These HPO’s have fully established leadership development methods such as:
- Providing coaching to executives on agile leadership practices
- Building agile leadership concepts into training programs
- Providing 360 degree feedback to executives on their leadership agility
It’s encouraging to see that companies considered “high performing” are building leadership development into their change management strategies. Companies that lack leaders skilled in modeling and coaching change-readiness are doomed to failure, no matter how sophisticated their analytics and measurements are.
Interested in learning to develop your “agility” as it relates to change in the workplace? Check out my posts related to change.
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