Development

Strategies

What Do Most People Focus On For Development?

1.Strengths?

2.Weaknesses?

3.Middle Skills?

4.Overused?

Types of Development Plans

Self-Paced,

Classroom and

On-the-Job

Application

Work on a weakness

Enhance a strength or middle skill

Compensate for an overused strength

Workaround a weakness

Beyond Self

Development

Fixing Needs

“Do all weaknesses need to be

‘fixed’?”

It depends…

Selecting Needs to Address

Critical for success and I’m only AVERAGE at it.

Critically important but I’ve never had the chance

to develop it (UNTESTED).

Critically important, and I do it, but I do it poorly

(WEAKNESS) and it’s causing “noise”.

I have it as a strength, but I OVERUSE it and it’s

causing “noise”.

Tackling Development

“How many competencies

should I work on?”

It depends…

How Development Works

Development Hierarchy

70% Assignments

20% People

10% Courses

Hardship

The Lessons of Experience Study

From 1974 – 1983 no one had studied:

What people LEARN on the job

What TRIGGERS learning

What the KEY EXPERIENCES for growth are

What specific factors lead to DERAILMENT

What People Learn From

70% Jobs

20% Other People

10% Training and Courses

Research: We Know

In the world of management and

leadership development, four

fundamentals (constants) have changed

little, if at all, over time.

1. The competencies that matter for leading in a new

and different situation

2. How these skills are learned and developed

3. Who is equipped to learn these skills

4. What it takes to make development work

What is Competency Modeling?

A research-based approach to communicating

what is important for success

A methodology to align individual performance

with strategy, goals and objectives

A way to create a common language for talent

The starting point for most talent management

solutions

Competency Models: Complications

Research indicates that most organizations/leaders

identify the wrong competencies for success

Most competency models that we see are too compound

– they try to cram lots of competencies into 5 – 10

statements

Core competencies can’t define success across levels –

levels are unique and generally require 20 – 25

competencies for success

Leadership Architect Library Structure

What Most People Want…

What most people think…

Attack the problem straight on

Take a class or read a book

Next job is more of the same only

bigger

Functional area is my career sand

box

HEAT concept goes against the

grain from what most people want

What Most Successful Careers

Look Like

Reality...

Learning comes from multiple channels

Moves must stretch to be developmental

Risk of failure is necessary

Small failures teach the most and test resilience

CADP: Career Architect Development Planner, 5th edition

A focus on long-term development

Same content as FYI for Your Improvement,

but with four additional research-based

learning sections:

o Learning From More Feedback

o Learning From Develop-in-Place

Assignments

o Learning From Full-Time Jobs

o Learning More from Your Plan

What is new?

o Remedy Questions and Action Statements

o Competency Connections

o Coaching Resource Guide

o Index

Assignmentology

Putting specific people in specific jobs

for the dual purpose of moving the

business forward now and developing

them for bigger assignments in the

future by addressing the gaps between

what they need in the future and what

they have now.

Design a Career Roadmap

The competencies that add the most value

and when

The competencies that will be hardest to

learn

The competencies to temper or reign in

(The Diagnostic Map)

and the best way to get opportunities to

learn

(The In-place Assignments)

and the best ways to deepen the learning

and test the level of competence

(The Most Developmental Jobs)

Experiential Variety & Diversity

Variety of scope, scale and type of

experience

Difficulty due to complexity, unknowns or

people

Diversity of types of work situations, people

types

Stretching beyond natural talents and

comfort zone

Developmental Heat

First Time: For this person

Risky: Genuine Potential for

Failure

Highly Visible to Senior

Leaders

The Lominger Development Formula

Determine the right competencies

(aligned with the business)

Hire people who have them

Promote people who can learn them

Help existing people develop them

Lominger Talent Management FORMULA

Selection

– Research what actually differentiates superior performance

– Then select for it

Competency Feedback

– Research what actually differentiates performance, then

assess people against it

– 360° is a must for key leaders and high potentials

Training and Development

– Research on what actually differentiates superior

performance

– Maniacally develop hard to develop skills

Performance Management

– Create dialogue about what actually differentiates

performance

– Get rid of the low performers (sounds easy, most don’t)

Succession

– Promote based on what actually predicts future

performance

– Manage the experiences that actually develop people

Our Process for

Successful DevelopmentLeadership Commitment to

Develop Talent in the Organization

Create Strategic Competency Framework

Enroll

Individuals

in the

Developmen

t Process

360° Assessment

of Competencies

& Boss

Assessment of

Learning Agility

Provide Feedback, Achieve

Acceptance and Personal

Motivation

Prioritize

Developmental

Needs

Create High

Impact

Development

Action Plans

Measure Growth

and Impact

QUESTIONS about

development?