In Action

한 눈에

홈으로화살표 In Action 화살표 프로젝트 수행사례 (Recent Projects)

프로젝트 수행사례 (Recent Projects)

[조직문화] The Korea Times 기고 칼럼 (40회)Effective Leadership Development Culture

Effective leadership development culture

 

Recently, I received an email from the HR director of a company whose leadership development program I have been leading since this past spring. I had just conducted a workshop for some senior leaders, and this director asked me for some feedback on how the workshop had gone and how the participants had progressed. This was only our second workshop, and I had already begun to sense how serious this corporation was about truly developing its leaders; this email was more confirmation that this was indeed the case. Thus, I happily acquiesced, impressed by the significance that the company placed on leadership development.

 

This company, a European company that is over one hundred years old, has begun leadership development programs in Europe, Asia and the Americas. I, the leadership development facilitator, conduct a workshop in a different country with the same group every five or six months. I designed the program myself and also provide coaching and feedback to the individuals in addition to my workshop facilitation: thus, the company trusted its facilitator enough to give me authority in all aspects of the program.

 

I believe that Korean corporations can learn valuable lessons here in terms of their approach to leadership development. Korean corporations currently tend to focus on short-term development of their leaders, such as unconnected, one-time trainings; leadership competencies chosen unilaterally by the company for recently-promoted people; one-sided attempts to solve organizational problems by correcting certain leaders; or concentrating too much on new and trendy leadership concepts without questioning their actual relevance to the company. These sorts of approaches cannot bring about a satisfactory level of positive effects because one-way diagnoses will not bring about genuine reflection and voluntary change. Unmotivated leadership development cannot grow motivated leaders who can truly motivate unmotivated people. The level of seriousness and authenticity of leadership development in a corporation always impacts how leaders are viewed and respected. A company’s habits of leadership development become fossilized and inherited as a culture within the corporation, which significantly affects the kinds of leaders that the company can produce.

 

There are a few things that are necessary in order to create a culture of effective leadership development. First, effective leadership development culture works as a cradle for long-term talent development because it enables the long-term oriented development of leaders through a deep-dive study of what and how to develop both individually and collectively. Second, it is closely aligned with the strategy and the mission of a corporation, which leaders should always be aware of. Third, it becomes a mirror through which leaders can reflect and reestablish their leadership through self-awareness. Four, it is not ephemeralbut long-term, because it is an on-going development which becomes possible through coaching, timely diagnoses, and constant feedback. Five, facilitators play a significant role by voicing their opinions on the program seriously and helping their participants with their individual development.

 

Many leadership trainings fall far short of this. First, facilitators tend to be evaluated based on the level of satisfaction of the participants rather whether they have truly developed their participants for the long term. Facilitators who want merely to please their participants so that they will receive a positive evaluation will not end up getting them to do any hard work; it is much easier to entertain a group than to get it to dig deep. Second, training managers or chief executives usually pick topics that they think should be dealt with to resolve current organizational issues, rather than topics that will develop organizational leaders. This results in an organization’s strategy not being mirrored in the leadership development program. Third, these programs often don’t focus on diagnoses or achievement of ROI as much as they ought to. Without an effective start and finish to the program, development cannot flourish.

 

Given this, I am delighted to be writing feedback for a workshop that has already finished and thinking about how to further develop the leadership of my program participants. I cannot overemphasize the correlation between a corporation’s leadership and its competitiveness. If the former is weak, the latter will also be weak. Recently, many Korean corporations are attempting to change their corporate cultures; it is a big fad these days. However, without weighty considerations on how to change their leadership, these corporations will be unable to allow their new cultures to settle in.

이전글 (주)OJC
다음글 서울장학재단
리스트
빠른상담 신청 02-6403-5553

평일 09:00~18:00

빠른상담 신청 02-6403-5553

평일 09:00~18:00

상담신청상담신청 TOPTOP

CONTACT US상담신청

NEWS LETTER
x