Webcast:
Developing leadership talent is one of a company's most important challenges. Over the past 6 years, the executive producers at 50 Lessons have conducted hundreds of interviews with global, C-level leaders in an effort to unearth the choices and wisdom responsible for an executive's success. The insights gleaned from these interviews reveal traits and competencies that are common amongst successful leaders. Unfortunately, many leadership development programs feature content and methodologies that fail to inspire and motivate both existing and emerging leaders to develop these capabilities. Join us to learn more about these insights, the leadership skills and traits that are advocated and how you can effectively cultivate these in your management and leadership teams.
Don't miss these webcast take-away's; leave with insights to better understand:
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Presenters
David Taylor is the Director of Clients & Partners at 50 Lessons. In this capacity, David provides expertise, advice and support to 50 Lessons clients and channel partners on how to utilize rich media to enhance learning experiences and outcomes. David specializes in custom video content creation, leveraging the proven methodology that 50 Lessons has developed capturing stories from over 200 global leaders & entrepreneurs. Prior to joining 50 Lessons in 2007, David was a Manager at the Targeted Learning Corporation, a distance learning provider and media content producer that specialized in leadership and management development.
Another comment that came up on one or two occasions was 'when should one look to demonstrate courage? Should you pick & choose your spots?'. The answer is that you should look to demonstrate courage only at those specific instances where you feel that being courageous (be it in making a decision, sticking to a decision, empowering another, challenging an idea, etc.), is appropriate given the potential positive organizational outcome that could accrue. There's no sense in being foolhardy or in constantly challenging the ideas or behavior of others if doing so does not materially benefit the organization at large. I believe that the examples in the presentation help to illustrate this.
During the live broadcast, a number of participants commented on whether talent development was a management or leadership competency or responsibility - here's a broader explanation of why I see it as a management competency.
In the management vs. leadership section of the presentation, I define a manager as being an individual within an organization who, amongst other things, oversees the work of a number of direct reports. Given this definition, everyone from a front-line supervisor to the CEO is a manager. A key competency of any manager is to develop the talent that they are entrusted with, to more effectively deliver on the organization's strategy, mission, vision and values.
'Leader' is a title that is properly bestowed upon any individual who demonstrates leadership competencies and character traits. Unlike management, which is a functional position and responsibility, leadership is inextricably linked to behavior and personal character. All too often, sr. managers are referred to as leaders, even when they do not exhibit leadership behavior and character traits.
So to clarify - sr. managers can demonstrate leadership through their actions and their commitment to develop talent within their organizations, but the functional responsibility for talent development is that of a manager.
This was a terrific webcast. Thank you, David, for sharing. What did everyone else think?