Leadership Development

Despite high investments in management development initiatives, companies are not able to realize their return on investment from training because of a lack of learning transfer. On average, only 50 percent of training results in changes in workplace behavior. It is imperative that companies use strategies that ensure managers apply their learning on the job. Factors including clear performance criteria, organizational support, reinforcement on the job, and time/work pressures all contribute to the lack of learning transfer (Corporate Leadership Council, 2005). Taking the time up-front to plan and strategically select managers for the appropriate training will result in a much higher return on training and development investment.

The leaders of the organization are responsible for not only leading the growth initiative of the company, but also developing the talent pipeline to continue the growth in the future.

Many organizations use stretch goal as opportunities for leaders to implement their formal learning in real-life situations.  Stretch assignments should be challenging and uncomfortable and are recommended for leadership development.

In addition to formal training, many organization use high potential development program to develop their leaders. When high potentials are made aware of their status, they feel confident that the company has recognized their performance potential. They are therefore, more likely to stay with the organization and more eager to take advantage of key development opportunities.

Deployment Strategy

Another key aspect of managing top talent is to carefully identify