Training Industry Quarterly - Winter 2009 - (Page 15) g On December 10 , 2013, CCHS C air disaster, Chi orp. lost two ex ef Learning Off ecutives in a trag icer Arnold A. ic Knowledge Off Stinson and Chi icer Harry Jove ef ll. Our hearts an families. d prayers go ou t to their These two CCH S executives w ere en route to diligence of the complete their acquisition of H due AK, Inc., an ae cated in Denve rospace compa r. Over the past ny lofive years, CCH successes, and S has enjoyed se although the ne veral ws of the loss of CCHS’s 2008 co key executives mmitment to co is tragic, aching and men and knowledge toring their lear team will enab ning le their corporat operations. CC e university to HS’s strategic go maintain al of coaching ployees will en and mentoring sure vacancies all emestablished by tude will not ha a tragedy of this ve any effect on magnibusiness operat employees invo ions or impact lved in the lear to those ning culture at CCHS corporat CCHS. Membe e university have rs of the already assumed sibilities of CL O and CKO, ev the role and resp en as funeral an onments are being d memorial arra determined. nge- CLO and CKO Killed in Pla ne Crash Although the above news article is fortunately fictitious, we hope you have grasped the importance of leaving a legacy. Why is it important for the learning and development team to be prepared for the next level? As a key executive responsible for learning, leader development and knowledge management within your organization, it is imperative you provide significant opportunities for your staff to grow both personally and professionally. Most assuredly, you should provide sufficient growth and development through coaching and mentoring opportunities for them to assume the next level when called upon, hopefully not due to a tragedy, but to further an organizational change or a promotional opportunity. (See Table 1.) Table 1: The Next Level Model of Executive Presence Pick Up PERSONAL PRESENCE Confidence in your presence Regular renewal of your energy and perspective Custom-fit communications TEAM PRESENCE Team reliance Defining what to do Accountability for many results ORGANIZATIONAL PRESENCE Looking left and right as you lead An outside-in view of the entire organization A big-footprint view of your role Let Go Of Doubt in how you contribute Running flat out until you crash One-size-fits-all communications Self-reliance Telling how to do it Responsibility for a few results Looking primarily up and down as you lead An inside-out view of your function A small-footprint view of your role The Next Level: What Insiders Know About Executive Success by Scott Eblin (Davies-Black, 2006). Copyright, The Eblin Group, Inc., 2008. 15
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