Leadership development may be the most important thing any company does. That’s why, every week, I review blogs and other publications that cover leadership development to find the very best leadership development posts. This week, you’ll find pointers to posts setting your leadership development goals, competency modeling in leadership development, and leadership development in a global context.
From Mary Jo Asmus: How top leaders find their next developmental goals
“Because they are eager and motivated to work on themselves, they discover their development goals by staying aware! Realistically many leaders (you perhaps?) can find their next developmental goals by being more mindful. How can you be more alert and aware about what’s next in your own development? Consider what the best leaders do:”
From Rick Lepsinger: Why Competency Modeling Matters In Leadership Development
“Competency modeling provides a precise definition of the skills and attributes needed to meet critical business challenges. Rather than being a vague wish list, they define observable, measurable behaviors. Although behaviors are easiest to see and modify, they are just the tip of the pyramid.”
From Richard S. Wellins and Elmar Kronz: Global Leadership Development No Easy Task
“DDI recently published a study called the Global Leadership Forecast 2014|2015, which sampled 383 multinational companies (MNCs) from 48 countries. About 3,000 company leaders and 370 HR professionals responded. Here we share two of the many significant findings from the study. About 3,000 company leaders and 370 HR professionals responded. Here we share two of the many significant findings from the study. One critical question we tried to answer is, ‘What were the major barriers to developing leaders on a global basis?’”
From IEDP Editorial: Experiences to Enable Leadership Across Boundaries
“Cargill is one such global organisation. They have developed ‘Leading Across Boundaries’ (LAB) an immersive experience in which senior leaders from one area of the Cargill business are partnered with another area of the business in a different geography. Individuals identified through Cargill’s talent management process, those showing the most potential to lead Cargill in the future, are offered the opportunity to participate. During the immersive experience participants work for 4-6 weeks with their host Cargill team and external stakeholders, using their professional skillsets to move an externally focused business project forward. The multifaceted approach allows LAB participants to make a big impact for both the host business and local communities, delivering not only leadership development opportunities, but also meet Cargill’s business needs and corporate responsibility goals.”
