Measuring Leadership Development: Quantify Your Program's Impact and ROI on Organizational Performance - Hardcover

PHILLIPS

Hardcover

ISBN 10: 007178120X ISBN 13: 9780071781206

Verlag: McGraw Hill, 2012

Inhaltsangabe

Prove the financial value of your programs-so funders can't say no "Not measuring the impact of leadership development is like dieting without weighing-in. This outstanding book offers a very logical and practical approach to measuring the impact of leadership development." -Dave Ulrich, Professor, University of Michigan, Ross School of Business, and partner, The RBL Group "This book explains many of the reasons why current leadership development practices miss the mark. A must-read for anyone who wishes to implement a meaningful strategy for developing leaders in their organization." -Rajeev Peshawaria, Executive Director and CEO, iclif Leadership and Governance Centre "Leadership development is an area we instinctively know we need in organizations, but we struggle with how to link it to results. Patti, Jack, and Rebecca make measurement a clear and simple process." -Whitney Hischier, Assistant Dean, Center for Executive Education, University of California, Berkeley, Haas School of Business "Measuring Leadership Development is one of the best business road maps I've seen in quite some time. These three doctors of philosophy offer the right prescription for ailing corporations in today's business climate. I highly recommend it as an essential navigational tool in any corporate handbook." -Marshall Goldsmith, million-selling author of the New York Times bestsellers MOJO and What Got Your Here Won't Get You There "In addition to synthesizing and integrating various streams of information into something meaningful and compelling, the authors outline the fundamental questions that anyone who truly cares about making a difference should answer and they also provide pragmatic approaches and applications to insure high impact." -Teresa Roche, Vice President and Chief Learning Officer, Agilent Technologies About the Book: Leadership development is one of the driving forces behind strong organizational performance. However, when executives look to run their organizations leaner, they view it as a luxury. Now, Measuring Leadership Development gives talent managers a full toolkit for presenting their leadership development programs in terms of identifiable business benefits, including-for the first time-an accurate bottom line for return on investment in the program. Jack and Patti Phillips have set the standard for ROI Methodology, and here, with Rebecca Ray, they show you how to measure, in real numbers, the impact a leadership development program has on an organization. This complete package gives you sought-after advice for developing leaders with a conveniently measurable, results-based approach as well as the tools you need to collect, analyze, and report relevant data. With this one-of-a-kind book, you can get up and running fast to: Design, deliver, and sustain a periodic ROI evaluation process Provide executives and stakeholders with the confirmable data they demand in terms they understand Use your evaluation data to drive improvement in your organization Effectively value the ROI of a leadership development program using the same standard ratio accountants use for equipment and buildings Colorful case studies from some of the world's best-known companies illustrate how to establish best practices and avoid common pitfalls. You will turn to this book again and again for its authoritative, go-to advice and techniques. Take the lead in improving your company's performance with Measuring Leadership Development.

Über diesen Titel

Über die Autorin bzw. den Autor

Jack Phillips, Ph.D., is the founder of Performance Resources Organization, now the world's leading consulting firm specializing in accountability issues. The author or editor of more than 200 books and 100 articles, including The Handbook of Training Evaluation and Measurement, he has served as a bank president, Fortune 500 training and development manager, and professor of management at a major state university. His clients in 20 countries include such internationally respected companies as AT&T, Federal Express, Lockheed Martin, Motorola, and Xerox.

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MEASURING LEADERSHIP DEVELOPMENT

Quantify Your Program's Impact and ROI on Organizational Performance

By Jack Phillips, PATRICIA PULLIAM PHILLIPS, Rebecca Ray

The McGraw-Hill Companies, Inc.

Copyright © 2012 Jack Phillips, Patricia Pulliam Phillips, and Rebecca Ray
All rights reserved.

ISBN: 978-0-07-178120-6

Contents

Preface
Acknowledgments
PART ONE: MEASURING LEADERSHIP DEVELOPMENT
Chapter 1: Leadership Development Has Never Been More Critical
Chapter 2: Failure and Success of Leadership Development
Chapter 3: Leadership Development and the ROI Methodology
Chapter 4: Business Alignment and Preparation for Return on Investment 
Analysis
Chapter 5: Data Collection Issues
Chapter 6: Isolating the Effects of the Program: Tackling the Attribution 
Issue
Chapter 7: Converting Data to Money
Chapter 8: Leadership Development Costs and Return on Investment
Chapter 9: Measuring Intangibles
Chapter 10: Communicating and Using Evaluation Data
Chapter 11: Taking a Sensible Approach to the ROI Methodology
PART TWO: CASE STUDIES
Chapter 12: Case Study: Return on Investment in Business Coaching
Chapter 13: Case Study: Return on Investment in Leadership Development for 
Cross-Functional Managers
Chapter 14: Case Study: Measuring Return on Investment in Leadership 
Development for Production Managers
Notes
Index

Excerpt

CHAPTER 1

Leadership Development Has Never Been More Critical

In a world of strident shareholder demand, shifting business priorities,disruptive innovation, rapidly changing demographic and geopolitical forces,regulatory changes, and increasingly competitive business environments, leaderswho envision and execute today's strategy as well as anticipate and prepare fortomorrow's challenges are more critical than ever. Leaders are expected todemonstrate a deep understanding of their organization's business as well as itsproducts and services, master the nuances of global markets, and conductthemselves in ethical ways. They must respond quickly to competitive maneuvers,foster innovation, communicate a compelling vision, and develop not only theirglobally distributed teams but also the next generation of leaders, all whiledelivering long-term value measured by short-term results. Becoming such aleader is like reaching the Mt. Everest of leadership development—andattainment is elusive. The results of failure to produce such leaders are oftenpublic, usually pronounced, and always profound.

Yet, strong leaders can be developed if organizations, businessleaders, and those who head leadership development functions create the systems,processes, leader involvement, and accountability that are crucial to success.Some organizations seem to have reached the summit. Others struggle against thevertical climb. Still others remain unable to gain a foothold. It's not going toget any easier.

What Do We Mean by Leader, and How Do We Define Success?

What makes an effective, successful leader? What does it take to be successful,and how is that success determined? Is the success to be evaluated quarterly andbased on results delivered to the satisfaction of analysts and shareholders? Isit to be judged by results delivered during the tenure in the role, over thecourse of a lifetime of leadership, or ultimately by the future success of thecompany, business unit, or team after the leader has departed? What role doescharacter play in this examination of business impact? What characteristics andcompetencies of a leader distinguish the "best" from the merely "very good"?

As a core criterion, the expectation of leaders has always been to "get the jobdone" by managing assets and people. Often missing has been a more holistic viewof the process in terms of how to motivate, engage, reward, and lead employees.

Twentieth-century research began to crystallize the way effective organizationalleaders are viewed and subsequently developed. Few depictions of effectiveleadership have withstood the test of time as well as that of Peter Drucker, whoarticulated the eight core practices of the effective leaders he worked withover a 60-year career. According to Drucker, effective leaders:

1. Ask, "What needs to be done?"

2. Ask, "What is right for the enterprise?"

3. Develop action plans.

4. Take responsibility for decisions.

5. Take responsibility for communicating.

6. Are focused on opportunities rather than on problems.

7. Run productive meetings.

8. Think and say "we" rather than "I."

As he saw it, these questions "gave them the knowledge they needed ... helpedthem convert this knowledge into action ... [and] ensured that the wholeorganization felt responsible and accountable."

One researcher answered the question by offering that in addition to IQ andtechnical skills, these emotional intelligence attributes characterize the trueleader:

1. Self-awareness

2. Self-regulation

3. Motivation

4. Empathy

5. Social skill

Another offered a profile of Level 5 leaders who credit others with success yetassume personal responsibility for failure. These leaders are characterized byhumility and a will to succeed that does not tolerate mediocrity; they arequietly and calmly determined to succeed.

Over the years, we've seen the "one-minute manager" joined by the "situationalleader" and the "servant leader" and by those leaders who are values driven,principle centered, or searching for "true north." While definitions willundoubtedly continue to evolve, the fundamental description of a leader as onewho delivers results in a way that affirms, engages, inspires, and respectsothers is unlikely to fade from view.

Why Is Effective Leadership Critical?

Effective leadership is critical to the success, and often the survival, ofcorporations. In recent years, we have witnessed the demise or serious cripplingof companies because of the inability of leaders to competently and ethicallylead, creating a breach of trust with the public as well as with employees.Newspaper headlines and, in some cases, high-profile trials remind us of thefailures of leadership. They are not confined to a particular region orindustry, as scandals surrounding such companies as WorldCom, Satyam ComputerServices, Adelphia, Parmalat, Tyco International, Clearstream, Enron, GlobalCrossing, and Arthur Anderson can attest. While most companies are not in theheadlines for their leadership failures, they are all accountable forbusiness results.

CEOs Care About Leadership

In the wake of a crushing global crisis, companies and their leaders areshifting from survival mode to a business growth approach. It is no wonder thatleadership development was on the minds of CEOs around the world when theyresponded to the Conference Board's annual CEO Challenge survey. When asked torank their top challenges for the coming 12 months, they ranked business growthfirst. The surprise was that, after an absence from the 2009 and 2010 "top 10"findings, talent emerged as the second most important...

Details zur Ausgabe

• Verlag: McGraw Hill
• Erscheinungsdatum: 2012
• Sprache: Englisch
• ISBN 10: 007178120X
• ISBN 13: 9780071781206
• Einband: Gebundene Ausgabe
• Anzahl der Seiten: 352
• Kontakt zum Hersteller: McGraw-Hill Education; https://www.mheducation.co.in/; ; Via Verdi, 8; Assago Milano; 20090; Italien