In order for individuals to advance from individual contributor to manager they need to be taught the full suite of skills needed to act as a local leader, not as just an expert. And too often people are promoted to a management position and don't let go of their old job.
Boston, MA (PRWEB) May 10, 2008
Coaching a performance problem, communicating performance standards and other tactical initiatives are the most common components of leadership development programs, according to a study by Novations Group, Inc. , a global consulting organization based in Boston.
A good deal less frequent are key strategic skills such as communicating vision or delegating responsibility, reported Novations, which surveyed more than 2,500 senior HR and training executives throughout the U.S. and Canada. In fact, the top five leadership development initiatives are entirely operational in focus.
The high priority given day-to-day management problems should not take anyone by surprise, said Novations CEO and President Mike Hyter . "Dealing with performance issues or handling conflict is of course fundamental to what managers do, and managers surely benefit from training in how to resolve these situations constructively, especially when differences are involved. What is disappointing is the relatively low emphasis given to the strategic dimension. At the very core of developing new leaders is getting people to look beyond the tactical stuff and to engage on the bigger issues."
Which of the following management situations or initiatives are addressed by your organization's leadership development program (please select all that apply)?
Coaching a performance problem 71.9%
Communicating performance standards 69.1%
Coaching a development opportunity 68.7%
Conducting a performance appraisal 66.8%
Handling conflict situations 65.9%
Communicating vision and strategy 59.4%
Selecting the right employee 58.1%
Diversity & Inclusion 55.3%
Gaining commitment to goals 49.3%
Managing priorities 48.8%
Change management 45.2%
Acting on feedback 44.7%
Teaching a skill & delegating
Influencing internal resources 34.6%
Managing a virtual team 27.6%
The comparatively low priority of teaching a skill & delegating responsibility concerns Hyter. "In order for individuals to advance from individual contributor to manager they need to be taught the full suite of skills needed to act as a local leader, not as just an expert. And too often people are promoted to a management position and don't let go of their old job."
Hyter was nevertheless encouraged to learn that a majority of organizations consider diversity and inclusion part of leadership development. "For more than a decade there's been a growing understanding that inclusion isn't so much about percentages as it is opening up the process so that everyone in the organization gets a chance to learn and achieve."
Equation Research conducted the Internet survey of 2,556 senior HR and T&D executives on behalf of Novations in December 2007.
Novations Group, Inc. is a leading provider of consulting and training services on four continents. Novations is recognized for its expertise in diversity & inclusion, employee engagement, talent management, employee selection, leadership development, organization communications, sales training and customer service. For more information, visit http://www.novations.com.
Contact: Pat FitzGerald, Novations, 617-787-2163, pfitzgerald(at)novations.com, or Phil Ryan, Ryan Public Relations, 845-339-7858.
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