Training Industry Quarterly - Summer 2012 - (Page 17)

Six Ways to Keep Leadership Development Alive Going Local: Click the link above to hear a podcast recording of this TIQ article Great leaders understand that leadership development doesn’t happen in a vacuum I b y e y a l y u r c o n i the hands of human resource and talent management professionals, and spreads it across the organization to each division, department and team lead. As you will soon see, localized leadership development makes sense on many levels. It is personal, cost-effective and empowering. Additionally, it has a strong ripple effect that impacts the individual, team, department, division and organization at large. From Julius Caesar to Jack Welch, great leaders understand that leadership development doesn’t happen in a vacuum. It also can’t be done in mass production. Potential leaders require context, cultivation and guidance. They need a strong, caring relationship with their leader as well as encouragement and sympathy. It takes personal attention by a leader to cultivate a leader. The next six keys should provide leaders and HR professionals a starting point to practice localized leadership development. 17 t wasn’t long ago when large conferences, company outings, executive development retreats, dynamic workshops with engaging speakers, coaching and training classes were the order of the day for high potentials. Leadership development was a flourishing field. But then, something happened. Seismic economic changes, geopolitical instability, modifications to regulatory oversight and budgetary reductions have led to massive layoffs and forced leaders and managers, on every level, to confront a tough, uncertain reality. In this new reality, resources are scarce yet the pressure to perform and produce results is higher than ever before. After the shock of the financial meltdown, many organizations were forced to cut back and reprioritize. In the name of cost savings, most non-revenue generating initiatives, like leadership development, were put on hold, substantially reduced and sometimes even decimated. Many organizations eliminated workshops, conferences, guest speaker appearances, and coaching opportunities. Some organizations trimmed down training opportunities, assessments, review cycles, and access to developmental resources. A few organizations have gone as far as erasing leadership development from their organizational culture. What can organizations and individual leaders do today in order to keep the fires of their leadership development initiatives burning and ensure their organizations are not losing potential talent? The answer lies in a concept called local leadership development. Local leadership development simply means that leadership development should be done locally, by each and every leader, in his immediate work environment. In other words, local leadership development takes the responsibility to develop leaders from Training Industry Quarterly, Summer 2012 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ http://www.trainingindustry.com/TIQ

Table of Contents for the Digital Edition of Training Industry Quarterly - Summer 2012

Training Industry Quarterly - Summer 2012
From Where I Sit: The Leadership Perspective
Table of Contents
Ad Index
Guest Editor: Recipe for Leadership Development Success
The Real Power of e-Learning is Social
Too Big to Know … Too Much to Train?
Where Are You on Your Leadership Journey?
Ideal Behaviors for Building Innovation
Going Local: Six Ways to Keep Leadership Development Alive
Building Your Leadership Brand
How Simulations Develop Leaders
Organizational Burnout: How Training Can Help
Increasing Leadership Performance with Emotional Intelligence
Casebook: General Mills: Leaders Teaching Leaders
Tracking Trends: First Step in Leadership Development Training
Tweet Suite
Company News
Closing Arguments: Nature versus Nurture

Training Industry Quarterly - Summer 2012