This study surveyed 23 companies to identify their senior leader development activities. It found that appraisals and career reviews were most used to identify needs. Mentoring and external training were popular development methods. Measuring impact most used employee and customer feedback. Developing senior leaders was seen to improve business performance. Top priorities for development were strategy formation, people leadership, and change leadership.

1. LEARNING CONSULTANCY
PARTNERSHIP
What companies are doing to develop their
senior leaders
Summary of key findings
September 2008

2. talent
Summary management programmes
(26%, n=6).
This study used an online, self-
completion, survey to identify Mentoring was the most
senior leader development popular development activity
activities. taking place in over half (56%,
n=13) of the organisations
Twenty-three companies took part. and industry-specific training
Over a third (39%) came from the was also popular (48%,
information technology sector and n=11). Work based stretch
the rest were pretty equally divided assignments, networking
between manufacturing, leisure (35%, n=8), self-directed
and hospitality, retail/wholesale, learning and psychometrics
professional services (all 13%) and (30%, n=7) were also used.
finance/insurance, construction The least reported activities
(both 9%) and real estate (4%). were voluntary work (9%,
n=2) and learning sets (4%,
Nearly half (48%) have been in n=1).
business for over 10 years and the
rest (52%) have been in business Mentoring was also reported
for between two and ten years. as the most useful and
relevant for senior leaders
Forty-three percent employ less (48%, n=11) with executive
than 50 people, 22% employ coaching a close second
between 50 and 99, 17.5% employ (44%, n=10). Three sixty
over 500 people and 17.5% employ degree feedback (39%, n=9);
between 100 and 500 people. work based stretch
assignments (35%, n=8) and
industry specific training
(30%, n=7) were also seen as
valuable. Business school
Findings programmes and voluntary
work were deemed to be the
Training and development least helpful.
activity There was a significant,
The appraisal process was positive relationship between
cited as the most popular the development activities
method for identifying senior provided for senior leaders
leaders development needs and those they reported as
(70%, n=16), followed by being useful and relevant
career development reviews ,indicating that senior leaders
(48%, n=11); training needs are more discerning about
analysis (39%, n= 9); which development
succession planning interventions they agree to.
processes (30%, n=7) and
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(c) 2007 Learning Consultancy Partnership all rights reserved
www.lcp.org.uk

3. Training providers (4%, n=1) were
reported as the least
Respondents used a mix of important topics.
training providers. The most
popular were external, private The greatest obstacles to
providers (70%, n=16) and in- undertaking senior leader
house training staff (48%, development were financial
n=11). Less popular were cost (70%, n=16), and lost
colleges and universities working time (48%, n=11).
(22%, n=5) and local
enterprise agencies (13%,
n=3). Over a third (39%,
n=9), used industry specific Different development
training organisations.
needs?
Impact on business Over half (56%, n=13),
performance believed the development
needs for senior managers
The most popular measures are different from other
for measuring senior leader managers and comments
development on business included:
performance were employee
feedback (61%, n=14), broader training needs
customer feedback (44%,
n=10) and turnover (39%, being fully accountable
n=9). Qualifications were only
used as a measure by 4% senior leaders needs are
(n=1). Just over a quarter around future focus, visioning
(26%, n=6), had no measures that creates inspiration for
in place. others and leading change .
A total of 64% (n=14) felt that Almost a quarter (22%, n=5),
developing senior leaders did not agree that their needs
improved business differed and 22% (n=5) did
performance to some extent , not respond to the question.
23% (n=5) answered
significantly and 14% (n=3 The main gaps in senior
reported they were not sure . leader development were
reported as a lack of suitable
Strategy formation was courses/programmes, leading
reported as the most change and being a manager
important topic for executive rather than a leader.
development, followed by Although the list was quite
people development (48%, varied.
n=11) and leading/facilitating
change (44%, n=10).
Analytical capability (13%,
n=3) and global knowledge
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(c) 2007 Learning Consultancy Partnership all rights reserved
www.lcp.org.uk

4. Priorities for the coming
12 months
Thirty percent (n=7), had
strategy and leadership in
their top three priorities for the
coming year.
Just over a quarter (26%,
n=6), had communication as
a top priority.
Conclusion
These findings support the idea
that senior leaders development
requirements are different from
other manager populations and a
variety of initiatives are being used,
ranging from individually focussed
coaching and mentoring through to
professional or academic
qualifications. The results also
support the view that senior leaders
are participating in development
activities they see as relevant to
their needs.
An area which is less tangible is
the extent to which senior leader
development is contributing to
business success and further study
in this area may produce some
interesting insights.
Further Information
The full report is available by
contacting Learning Consultancy
Partnership at:
enquiries@lcp.org.uk.
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(c) 2007 Learning Consultancy Partnership all rights reserved
www.lcp.org.uk