How confident are you in your decision making skill? Could you work with a team of four cross-functional peers, collectively taking on the role of a senior leader in an organization? Sounds straight-forward, right? What if your team has 90 minutes to come to consensus on a dozen strategic decisions, make numerous quantitative operational decisions and write multiple communications to various members of your organization? The question is not whether or not the team can make these decisions, but are they willing to own the decisions and the outcomes they create?
How are risk tolerance and job function related, and what do they have to do with leadership development?
Lost in the commotion of keeping the newly formed company moving forward during a merger or acquisition is the impact on Learning and Development.
Mid-market companies face a unique leadership development challenge. They need robust, sophisticated development programs just like larger enterprises, but they have less volume of leaders to justify the costs of custom development.
On a recent team call, I asked a group of our executive consultants, “What leadership development themes are you hearing when you work with our clients?” We had a robust discussion informed by their experience at a range of global companies across a range of industries and the following themes emerged:
In my previous blog post, I made the point that the most valuable learning experiences happen when you overlay the business system with the people dynamics that occur on a daily basis. Insight Experience’s programs are designed to capture, teach, and apply both of these dynamics. The natural question is, “What does this look like?”
Making business decisions purely based on the numbers and economics is not that difficult. It’s when you add the human factor that business decisions become exponentially more challenging and nuanced. When I explain what Insight Experience does, I almost always end up making this point. I recently attended a conference with senior Learning, Talent and HR executives where I engaged in this discussion at least two dozen times. Leaders need to learn how to work through people and make confident decisions that balance the economics and the human factor—and it’s the human factor that’s the most challenging.