L & D Blog

Developing Transformational Leaders

Developing Transformational Leaders

According to the Chartered Institute of Personnel and Development’s (CIPD) 2011 Learning and Talent Development Survey 43% of respondents placed organisational development/change management activities as a key priority for Learning & Development (L&D) specialists this year: an increase of 7% on 2010 and 21% on 2009.

But what are the key factors driving the upward trend for organisational development/change skills, and how must L&D specialists now evolve to help organisations address skills gaps in this area?

Operating in a changing world
Perhaps the CIPD survey’s findings aren’t such a surprise. After all, we’re living in exceptional times, which demand exceptional skill-sets from our business leaders.

The change of UK Government in 2010 – at a time of economic sensitivity – has not only shaken up the public sector, it has sent a tidal wave of challenges through the wider business world. From talk of recession, austerity and caution to plans for growth, enterprise and development: business leaders today need to be more dynamic than ever before.

As Dr John McGurk, Adviser, Learning and Talent Development at the CIPD commented HR Magazine: “We are operating in a unique environment of public sector cuts and restructuring and with a private sector looking to re-emerge from the worst recession in a decade. Both of these challenges will require workforces that are change-ready and future-focused, equipped with the necessary skills to drive change in the long term.”

Embracing technological change
In most business planning cycles a recession and Government change would be challenge enough. Today business leaders are also faced with the seemingly unstoppable pace of technology.

Greater access to broadband, convergence of voice and data communications and the explosion of mobile devices are all driving the way organisations transmit and receive business intelligence. Technology now influences where, when and how employees and customers interact with an organisation.

Business leaders today must embrace the benefits of this technological advancement to engage and motivate an increasingly mobile workforce and to implement operational and customer service strategies to capitalise on growth opportunities. The IBM Global Chief Executive Officer Study 2010 provides some useful insights in this area.

The role of the L&D specialist
So how should L&D specialists now evolve to help organisations manage and embrace change?

The CIPD Learning and Talent Development Survey states: ‘The most commonly anticipated major change affecting learning and development over the next two years is a greater integration between coaching, organisational development and performance management to drive organisational change (47% of 600 organisations).’

On the path to developing transformational leaders the L&D specialist will need to link learning and talent with business transformation. They must deliver more value than ever before. Key activities will be to focus on driving value from talent management and leadership development, getting organisational value from coaching and mentoring and promoting collaboration and knowledge sharing.

Measurability will continue to be vital too, as cost-conscious organisations seek L&D specialists who can truly evaluate the impact of learning and talent development interventions.

To Conclude …
In conclusion it seems clear, that in a financially fragile climate where resources restrict – or the market cannot offer – the option to buy-in transformational leaders, successful L&D specialists will be those who add value by enabling organisations to ‘grow-their-own’.


Middle Management = Competitive Advantage?

Middle Management = Competitive Advantage?

In times of economic uncertainty middle managers are often first in the firing line as organisations seek to streamline costs and business processes. So when is it appropriate to reduce middle management and when is it important to invest in and develop this group?

When cuts are needed
When organisations rationalise, middle management roles are often found to overlap and efficiencies can be made by reallocating responsibilities and removing duplication. It is, however, vital in these circumstances that those managers who remain have the skill set to deliver what is expected of them.

Chartered Institute of Management (CMI) Chief Executive Ruth Spellmen commented on this in a recent article for the Financial Times: “middle managers have been squeezed badly during the recession, with many being asked to do three or four times the amount of work they were doing previously. Personally, I would prioritise middle management training at the mo-ment above anything else. They are the people who are going to deliver some of the key changes or not.”

The CMI’s Future Forecast: Expectations for 2011 report also builds on this view suggesting that: ‘Skills shortages, poor morale, poor leadership and a lack of manpower are all contributing to managers’ concerns about their organisations’ ability to achieve business objectives.

Unlock sustainable performance
It is an interesting point on middle management training, because inherently when organisations are under pressure training budgets get squeezed. The advice now emerging is that even when training spend is limited, any available resource is well spent on middle management development.

The Chartered Institute of Personnel and Development (CIPD) report Shaping the Future reinforces the value of unlocking sustained, long-term performance from this group: ‘Middle managemen’ have a valuable transforming and translating role but are often bypassed rather than refocused, re-skilled and leveraged.’

A valuable contribution
As research suggests motivated and skilled middle managers clearly have a valuable contribution to make. In the short term – when times are tough – they can boost morale and engage those working for them, while also assisting the senior management team to achieve longer-term business objectives.

Develop key skills
To make this three way partnership a success, now is the time to focus on developing key skills for middle management. Strategic decision making, networking, coaching and mentoring, project management and communication skills are all popular choices that can be implemented cost effectively.

A key enabler of performance is also sharing knowledge. It’s not always easy to do, but giving managers time out away from their workplace can be invaluable. They can network with peers, share ideas and focus on their own goals, boosting morale and encouraging thinking beyond day-to-day challenges.

The key to future success
To conclude, it’s fair to say there is no ‘one size fits all’ answer to refocusing and reskilling middle managers as every business has its own needs. The message now, however, seems clear: in times of economic uncertainty, effective, knowledgeable and skilled middle managers could hold the key to future success.

March 2011