The Leadership Initiative\'s developmental process.

1. Leading in Organizations A Partnership of The School of Business and Corporations.

4. Implementation Why should anyone want to be led by me ? Leadership Context Statement Assessments PRE - WORK DISCUSSIONS Assessment Results FOLLOW UP (THREE MONTHS) LEADERSHIP DEVELOPMENT PORTFOLIO FEEDBACK LEADERSHIP DEVELOPMENT CONSULTATION Consultants Feedback Why should anyone want to be led by me ? Context Statement Assessment Results Consultants’ Feedback Your Analysis of Feedback Your Strategic Plan for Leadership Development LEADERSHIP DEVELOPMENT PORTFOLIO PLAN

5. Assessment of Current State of Development is Key Lominger Leadership Architect Center for Creative Leadership Benchmarks: 360

8. Leadership Workshops Emphasis on cases that reflect participants’ actual leadership challenges

10. 16 Sessions SESSIONS SELF TRIAD ORGANIZATION 1 2 3 4 5 6 7 8 9 10 11 12 LDC LW LW LW LW LW AWARENESS COLLABORATION GROUP LDC LW LEADERSHIP DEVELOPMENT CONSULTATION LEADERSHIP WORKSHOP BEHAVIOR CHANGE

12. Executive Education is Irrelevant ...unless it is used

15. The difference is follow-through Less effective No Change More Effective Less effective No Change More Effective Less effective No Change More Effective Goldsmith, M: “Ask, Learn, Follow-up, and Grow,” in Hesselbein et al: Leaders of the Future, 1996 ” Consistent or periodic follow-up had a dramatic, positive impact.” percent percent percent

18. Reasons Why Training and Development Fails Phillips, JJ and Phillips, PP: Training , September 2002

19. Education as Leverage

20. Follow-through process

21. Questions and Comments

22. The tool

23. Results Only 40% of Managers of the control group reported that they were aware of the goals their direct reports set as a result of the training. In contrast, all of the managers of the follow-through group were aware of their reports’ goals Awareness of Goals

24. Results 35% of students in the control group reported that they never discussed the course even once with their managers. In contrast, only 3% of the follow-through group failed to discuss the course. The number of discussions also were increased in the follow-through group. Discussions

25. Results Managers were asked to indicate the extent to which the course had improved their reports’ management skills. 12% of the follow-through group, but none of the control group were rated ‘markedly improved’ - the highest rating. Change in Effectiveness