To Measure Learning Impact for Competencies, First Define Specific Desired Behaviors Previously, I covered the importance of identifying the set of observable behaviors that would indicate successful application of a leadership development learning program.  I also pointed out that these behaviors typically fall squarely between the traditional concerns of the Learning and Development organization (which focuses on the accomplishment of appropriate learning objectives) and the realm of Performance Management, which looks at sets of behaviors (often referred to as competencies).  I concluded by saying that, unless specific desired behaviors resulting from participation in leadership development programs are clearly defined it is virtually impossible to measure the behavior and impact of these high visibility and typically expensive programs! To address this common deficiency I suggested that Learning and Development professionals should initiate discussions with Performance Management and senior organizational leaders to identify and define these behaviors as a component of each leadership development course or program. To illustrate this concept, I will explain this process of identifying and measuring some specific, intermediary, observable (Level 3) behaviors using an example from the Executive Core Qualifications (ECQs) used by the U.S. government.  (For more on the ECQs visit http://www.opm.gov/ses/recruitment/ecq.asp) Example: The Entrepreneurship Competency in the U.S. Government ECQs The ECQs consist of five essential qualifications that the U. S. Office of Personnel Management has defined, based on current research of effective leaders in successful organizations. The five ECQs are 1) Leading Change; 2) Leading People; 3) Results Driven; 4) Business Acumen; and 5) Building Coalitions.  Each of the ECQs in turn consists of a set of competencies.  Unfortunately for those seeking to measure the impact of learning programs, these competencies are … [Read more...]

Leadership Development Risks and Rewards In this era of rapid and disruptive change, (technological, economic, generational, etc.), human resource and training organizations stake the future success of their organizations on their ability to develop leaders with a broad range of competencies and skills who can meet the challenges of the times and steer their organizations effectively.  In response to this need, the leadership development universe has exploded with varied and complex learning approaches that address strategic alignment, transformational leadership, innovation, emotional intelligence, globalization, etc. And yet, amidst this explosion of new content and approaches to developing leaders, most organizations possess precious little data to inform them which programs produce results for them and which do not.  Without this information, it’s simply impossible to weigh the potential risks and rewards of any program, resulting in decisions based not on evidence, but on faith in a particular management ideology, celebrity leader, or popular book. The potential rewards of “getting it right” with a program that genuinely responds to the pressing needs of managers, and supports them in addressing the strategic challenges of the day, are compelling.  This hope and optimism often rules the day.  After all, most trainers are essentially optimists, believing in the in the potential for change, growth, improvement, etc. But, as optimists, many of us gloss over the real risks involved in making a decision that cannot be verified by data.  The risks of wasting time and money are bad enough, but the additional risk of distracting your managerial and leadership team with a program that does not lead to positive, measurable outcomes looms even larger.  Worst of all is the risk that many organizations experience:  they don’t even know whether their leadership development programs are effective or not! Measurement and Evaluation of Leadership … [Read more...]

Embracing a diverse workforce is one of the most pressing organizational development challenges facing industry today. Many people are interested and invested in the Federal Government enhancing organization's individual capacity to appropriately manage the multicultural workforce.  The good news for those invested in this critical issue came a few weeks ago when President Obama signed Executive Order 13171. With this Executive Order comes the expectation that organizations are going to develop Strategic Plans to address diversity. It also provides diversity professionals an opportunity to engage in dialogue about how to take meaningful steps to deal with important issues related to diversity. Much of the meaningful conversation I had at the conference centered on the challenges people are facing in implementing successful diversity programs, including: Significant budget challenges Other organizational priorities that oftentimes occupy the attention of senior executives Given that landscape, some of the themes for the conference include: Many different perspectives of diversity in today’s workplace: My assessment is that what’s really important is for us to understand our own biases and appreciate diversity in the largest sense of the word.  There is now an opportunity for all the intricate elements of diversity initiatives to come together and leverage our collective perspectives and our collective strengths. We no longer need to continue working without any coordination or working across purposes. Need to Innovate: Using the same tools, the same resources, or delivering training in the same way and expecting the same results is not likely to produce the changes that are needed. The definition of insanity is doing the same thing but expecting different results. Now is the time to break out of old habits, traditions, and resources and embrace innovation as the key to change. As I discussed in my breakout session on creating senior leader … [Read more...]