Does your organization spend as much time developing your leadership talent pipeline as it does the bottom line? Are your leaders balancing their focus between people and results?
If your organization is like most, probably not! The tendency is to place focus on achieving business results first and foremost, with time and resources toward developing others coming in a distant second, third or ...
Developing organizational leadership capability is the key to achieving business results. This is even more critical in today’s world and economic condition, where we have limited resources and work in a time starved culture.
Building strong, accountable leaders does not happen by accident. Developing leaders with the skills to drive business results and develop people is as much art as it is science; in fact, it requires a learning strategy that provides leadership development opportunities at all levels in the organization.
Learn how The Kroger Co. has defined and built a consistent, company-wide strategy to develop their people and grow their business.
Three simple steps to defining your strategy
Identifying your organizational sweet spot
Tying leadership skills to achieving key business initiatives