University of Minnesota - UMN Executive Leadership Insights
High-Impact Leadership Development (Part 2)
Report

High-Impact Leadership Development (Part 2)

Driving Organizational Maturity and Business Impact

Laci Loew and Stacia Garr
Bersin & Associates, 2011
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Editorial Rating

8

Qualities

  • Comprehensive
  • Analytical
  • Innovative

Recommendation

As business becomes increasingly competitive, the presence of great leaders can make the difference between winners and losers. That means leadership development is crucial. How does your organization measure up in this all-important area? To answer that question, turn to Bersin & Associates’ “Leadership Development Maturity Model.” In part two of Bersin’s three-part landmark study on learning and development (L&D) – probably the section most targeted to specialists in talent management, as opposed to all corporate leaders – senior analysts Laci Loew and Stacia Sherman Garr explain this model and delve into its implications for your firm. They provide quantitative research results, data analyses, and best practices for L&D and related areas. getAbstract recommends this state-of-the-art research to HR and L&D professionals who are fighting the good fight to intensify the quality of their companies’ current and future leaders.

Summary

Best Practices from the “Leadership Development Maturity Model”

Today’s companies almost universally face a shortage of talented leaders. As a result, many firms are expanding their leadership development programs and enhancing their talent pool. Research finds that the top two goals for HR and learning and development (L&D) professionals are developing leaders and closing gaps in the “leadership pipeline.”

Bersin & Associates consultancy uses its proprietary Leadership Development Maturity Model to depict the challenges organizational leaders, particularly talent management executives, face as they plan and set up L&D programs. The model outlines the six best practices firms can follow to create and execute better leadership-building strategies: Engage your senior executives; design training that supports your business goals; define the capabilities and competencies leaders need; target leaders at all levels of the firm; coordinate L&D activities with other internal talent management initiatives; and implement an aligned, targeted program that meets these criteria.

The Maturity Model examines organizational L&D strategies to see how well ...

About the Authors

Laci Loew and Stacia Sherman Garr are senior analysts at Bersin & Associates.

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