Coming off of the highly successful launch of strategic leadership initiatives in 2015 and 2016, the National Basketball Association’s learning and development team entered 2017 flying high and anticipating that the most rigorous design work was, at least for a time, behind them. Spoiler alert: It was not. While the more tactical, day-to-day leadership development programming was not “broke,” it became clear that the new standards of practice could no longer be met by undertaking a simple refresh. In other words: If it ain’t broke, break it. By applying the lessons learned in the course of designing more advanced and targeted leadership offerings to ground-level transitional programs, they were able to accelerate the development of a new suite of progressive leadership development products that supported the development of people managers companywide and yielded tangible gains in employee engagement across a wide range of manager-specific measures by mid-2018. In this session, Mike Kennedy, the NBA’s learning and development leader, will discuss some of the team’s learnings, such as: Culture trumps competencies: You cannot teach that which is not reinforced. Building one transitional leadership development at a time is a fool’s errand. Commit to concurrent development, or don’t bother. Don’t assume that senior leaders are “above” discussing leadership basics. There is a significant body of leadership content that is level-agnostic — in many cases, facilitation tactics should vary across levels, but the subject matter itself should be relevant across seniority levels.

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Frequently Asked Questions

5. Taking Flight: Progressive
Leadership Development at the NBA
Mike Kennedy
Associate Vice President, Talent Management—Learning and Development Leader

6. Remember When…
I don’t think
you’re ready to
work with
executives yet.

7. Remember When…
I don’t think
you’re ready to
work with
executives yet.

8. A funny thing happened in the
classroom…

9. A funny thing happened in the
classroom…

10. A funny thing happened in the
classroom…

11. A funny thing happened in the
classroom…

12. A funny thing happened in the
classroom…

13. A funny thing happened in the
classroom…

14. A funny thing happened in the
classroom…

15. A funny thing happened in the
classroom…

16. Effortless Engagement
• Accessibility
• Consumability
• Career applicability
L&D Cheat Sheet – Classroom Edition
Proof of
concept
Planned
failure

18. Remember When (Future Edition)
I don’t think
you’re ready to
work with
executives early
career managers
yet anymore.

19. Leadership development is
fundamentally different

20. The Business of Pro Basketball

21. The Business of Pro Basketball

22. The Business of Pro Basketball

26. The Business of Pro Basketball

27. 27

30. LD@NBA: 2012 (2013, 2014)

31. Learning & Development
NBA University
Professional
Development
Leadership
Development
Early Career (Intern,
Associate)
Performance,
Compliance
Other
Special Projects
L&D@NBA as of 2012
• Professional Development Curriculum: Presentation Skills I, Presentation
Skills II, Effective Meeting Management, Time Management, Communication
Styles with DiSC,
• Leadership Development Curriculum: Situational Self-Leadership, Manager 101
• Other: New Hire Orientation, Executive Orientation

32. Learning & Development
NBA University
Professional Development Leadership Development
Consulting
Performance/OD
Leveraging
Talent Management
L&D@NBA: 2015 (2016)
Fare thee well:
• Orientation
• Early Career
• Performance
• Compliance
• Special Projects

34. LD@NBA: 2016

35. L&D@NBA: 2016

36. LD@NBA: 2016

37. LD@NBA: Current

38. LD@NBA: 2016

39. LD@NBA: 2016

40. LD@NBA: Current

41. LD@NBA: 2016
NBA Leader
Training

42. LD@NBA: Current

43. LD@NBA: Current

44. “Needs Assessment”
We keep getting
requests for
management
training for new
managers

45. “Needs Assessment”
We keep getting
requests for
management
training for new
managers
Leadership
training for
new
managers?
Great idea!

46. Requires permission
Elicits commitment
Requires authority
Elicits compliance

47. LD@NBA: Current

48. In sum:
• Heard it wrong

49. In sum:
• Heard it wrong
• Got it right (wait for it…)

50. Requires permission
Elicits commitment
Requires authority
Elicits compliance

51. But enough about
psychological safety… let’s
talk about identifying red flags
in an employee’s expense
report.

52. But enough about
psychological safety… let’s
talk about identifying red flags
in an employee’s expense
report.

53. In sum:
• Heard it wrong
• Got it right
2019: Manager
Onboarding

54. Needs Assessment Take Two
We have good
people managers,
but no culture of
shared leadership
accountability

55. Needs Assessment Take Two
We have good
people managers,
but no culture of
shared leadership
accountability
That’s
what the
engagement
surveys
imply too.

56. • Culture trumps competencies
• Keep it concurrent
• Embrace common content
Preview of Takeaways
Lessons Learned

57. Preview of Takeaways
Lessons Learned
Keep it
concurrent
Embrace
common
content
Culture
trumps
compet-
encies

58. The Plan

59. The Plan

60. Mind the Gap
Point
A Skill
Point
B

61. Mind the Gap
Point
A
Reinforce-
ment
Point
B

62. Needs Assessment Take Two
We have good
people managers,
but no culture of
shared leadership
accountability

63. Needs Assessment Take Two
We have good
people managers,
but no culture of
shared leadership
accountability
That’s
what the
engagement
surveys
imply too.

64. Preview of Takeaways
Lessons Learned
Keep it
concurrent
Embrace
common
content
Culture
trumps
compet-
encies

65. Preview of Takeaways
Lessons Learned
concurrent
Culture
trumps
compet-
encies
Reinforce-
ment

66. The Reinforcement Blues
• Listen more
• Trust more
• Care more
• Understand why

67. How would Manager Training
close the reinforcement gap?

68. How would Manager Training
close the reinforcement gap?
It wouldn’t

69. How would Manager Training
close the reinforcement gap?
It wouldn’t

70. Preview of Takeaways
Lessons Learned
concurrent
Culture
trumps
compet-
encies
Reinforce-
ment

71. Preview of Takeaways
Lessons Learned
Keep it
concurrent
Culture
trumps
compet-
encies

72. The Plan

73. The New Plan

74. Preview of Takeaways
Lessons Learned
Keep it
concurrent
Culture
trumps
compet-
encies

75. Preview of Takeaways
Lessons Learned
Keep it
concurrent
Embrace
common
content
Culture
trumps
compet-
encies

76. Preview of Takeaways
Lessons Learned
Keep it
concurrent
Embrace
common
content
Culture
trumps
compet-
encies
Reinforcement

77. Self-Mastery
• Manage the demands of an expanded
scope of responsibility
• Match supervision styles to the specific
needs of your employees
• Delegate with a strategic mindset for
employee development
• Deliver effective performance feedback
• Apply leading practices for everyday
performance management
• Balance the demands of engagement
and execution in challenging leader
conversations
Psychological Safety
• Balance strategic and tactical
demands
• Guide individual development planning
and goal setting
• Create a high-functioning team
environment
• Apply leading practices for everyday
performance coaching
• Role model self-awareness and
empathy
Cultural Influence
• Demonstrate strategic agility and an
enterprise mindset
• Optimize talent across the organization
• Foster collaboration and innovation
• Embody Our Calling and our culture
• Lead change

78. The Reinforcement Blues
• Listen more
• Trust more
• Care more
• Understand why

79. Self-Mastery
• Manage the demands of an expanded
scope of responsibility
• Match supervision styles to the specific
needs of your employees
• Delegate with a strategic mindset for
employee development
• Deliver effective performance feedback
• Apply leading practices for everyday
performance management
• Balance the demands of engagement
and execution in challenging leader
conversations
Psychological Safety
• Balance strategic and tactical
demands
• Guide individual development planning
and goal setting
• Create a high-functioning team
environment
• Apply leading practices for everyday
performance coaching
• Role model self-awareness and
empathy
Cultural Influence
• Demonstrate strategic agility and an
enterprise mindset
• Optimize talent across the organization
• Foster collaboration and innovation
• Embody Our Calling and our culture
• Lead change

80. At A Glance: Manager EssentialsDay 1 Day 2
Leadership Foundations Leadership in Action
10:00 AM - 10:15 AM Review
10:15 AM - 10:30 AM
10:30 AM - 10:45 AM
10:45 AM - 11:00 AM
11:00 AM - 11:15 AM
11:15 AM - 11:30 AM Break
11:30 AM - 11:45 AM Break
11:45 AM - 12:00 PM
12:00 PM - 12:15 PM
12:15 PM - 12:30 PM
12:30 PM - 12:45 PM
12:45 PM - 1:00 PM
1:00 PM - 1:15 PM
1:15 PM - 1:30 PM
1:30 PM - 1:45 PM
1:45 PM - 2:00 PM
2:00 PM - 2:15 PM
2:15 PM - 2:30 PM
2:30 PM - 2:45 PM
2:45 PM - 3:00 PM Break
3:00 PM - 3:15 PM
3:15 PM - 3:30 PM
3:30 PM - 3:45 PM
3:45 PM - 4:00 PM
4:00 PM - 4:15 PM
4:15 PM - 4:30 PM
4:30 PM - 4:45 PM
4:45 PM - 5:00 PM Wrap-Up, Q&A
Everyday Performance Management
and Development-Focused Feedback
Lunch
Coach (Mind Gym)
Great Feedback (Mind Gym)
Capstone Activity: Challenging Leader
Conversations
Firo Business
Lunch
Program Overview and Introductions
Continuning Leadership Development
Delegation Simulation
Firo Business
Leadership Accountability

81. At A Glance: Leader EssentialsDay 1
Day 2 (Optional for ME "grads" and
non-PMs)
10:00 AM - 10:15 AM
10:15 AM - 10:30 AM
10:30 AM - 10:45 AM
10:45 AM - 11:00 AM Break
11:00 AM - 11:15 AM
11:15 AM - 11:30 AM Break
11:30 AM - 11:45 AM
11:45 AM - 12:00 PM
12:00 PM - 12:15 PM
12:15 PM - 12:30 PM
12:30 PM - 12:45 PM
12:45 PM - 1:00 PM Emotional Intelligence
1:00 PM - 1:15 PM
1:15 PM - 1:30 PM
1:30 PM - 1:45 PM
1:45 PM - 2:00 PM
2:00 PM - 2:15 PM
2:15 PM - 2:30 PM
2:30 PM - 2:45 PM
2:45 PM - 3:00 PM
3:00 PM - 3:15 PM
3:15 PM - 3:30 PM Break
3:30 PM - 3:45 PM
3:45 PM - 4:00 PM
4:00 PM - 4:15 PM Break
4:15 PM - 4:30 PM
4:00 PM - 4:15 PM
4:15 PM - 4:30 PM
Program Overview and
Introductions (incl. Win Win Win)
Enterprise Leadership (Silence is
Golden)
Great Feedback (MG)
Lunch
Everyday Performance
Management at the NBA
Coach (MG)
Knowing Me, Knowing You (Team
Dynamics II) (MG)
Challenging Leader Conversations
Situational Leadership
Fundamentals
Lunch
Collaboration Styles (Team
Dynamics I)

82. At A Glance: Executive EssentialsDay 1 (NJ )
Optional for Leader Essentials
"graduates"
Day 2 (NY) Day 3 (NY)
10:00 AM - 10:15 AM
10:15 AM - 10:30 AM
10:30 AM - 10:45 AM Break
10:45 AM - 11:00 AM Debrief
11:00 AM - 11:15 AM Break
11:15 AM - 11:30 AM
11:30 AM - 11:45 AM
11:45 AM - 12:00 PM Break
12:00 PM - 12:15 PM
12:15 PM - 12:30 PM
12:30 PM - 12:45 PM
12:45 PM - 1:00 PM
1:00 PM - 1:15 PM
1:15 PM - 1:30 PM
1:30 PM - 1:45 PM
1:45 PM - 2:00 PM Break
2:00 PM - 2:15 PM Break
2:15 PM - 2:30 PM
2:30 PM - 2:45 PM
2:45 PM - 3:00 PM Debrief
3:00 PM - 3:15 PM
3:15 PM - 3:30 PM Break
3:30 PM - 3:45 PM
3:45 PM - 4:00 PM
4:00 PM - 4:15 PM
4:15 PM - 4:30 PM
4:30 PM - 4:45 PM
TRANSPORTATION TO EVENT
(if applicable - based on
4:45 PM - 5:00 PM
5:00 PM - 5:15 PM
TRANSPORTATION TO EVENT
(if applicable - based on
Break
5:15 PM - 5:30 PM
5:30 PM - 5:45 PM
5:45 PM - 6:00 PM
6:00 PM - 6:15 PM
6:15 PM - 6:30 PM
6:30 PM - 6:45 PM
6:45 PM - 7:00 PM
7:00 PM - 7:15 PM
Calling 3: Inspire Play (panel)
Four Corners: Teamwork
(panel)
Calling 2: Compete with
Intensity (panel)
Coach (MG)
Reception (offsite)
Emotional Intelligence (EQi 2.0
Assessment)
Lunch
CBA 101 (seminar)
Introductions and Overview
Warmups (leadership
development activities)
Finance & Strategy (seminar)
Four Corners: Innovation
(panel)
Calling 1: Lead with Integrity
(Commissioner's Office)
"The Transition Game" -
courtside chat (panel)
Lunch
Great Feedback (MG)
Performance at the NBA
(workshop)
Lunch

83. Self-Mastery
• Manage the demands of an expanded
scope of responsibility
• Match supervision styles to the specific
needs of your employees
• Delegate with a strategic mindset for
employee development
• Deliver effective performance feedback
• Apply leading practices for everyday
performance management
• Balance the demands of engagement
and execution in challenging leader
conversations
Psychological Safety
• Balance strategic and tactical
demands
• Guide individual development planning
and goal setting
• Create a high-functioning team
environment
• Apply leading practices for everyday
performance coaching
• Role model self-awareness and
empathy
Cultural Influence
• Demonstrate strategic agility and an
enterprise mindset
• Optimize talent across the organization
• Foster collaboration and innovation
• Embody Our Calling and our culture
• Lead change

84. Effortless Engagement
• Accessibility
• Consumability
• Career applicability
L&D Cheat Sheet – Classroom Edition
Proof of
concept
Planned
failure

85. Deliveries: 5 of each workshop
​ Population: 40% of NBA people managers
​ Timeframe: March 2017-April 2018
Eligibility: scope only
Recommendation: by tenure in current
scope
NBA
Essentials
Rollout

86. April 2018 Engagement Survey

88. Minimum gain: 14%

89. Takeaways
Lessons Learned
Keep it
concurrent
Embrace
common
content
Culture
trumps
compet-
encies

90. Questions?

91. NBA Talent Management – Human
Resources
Mike Kennedy, Learning and Development Leader—Associate Vice President
mkennedy@nba.com

93. #CLOwebinar
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