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Learning Industry News and Opinion

Video Games Are Tomorrow's Answer To Executive Training

March 15, 2012 14:30 by Ann Pace

(From Fast Company) -- Playing video games is often viewed as a sedentary or slothful activity. But as educators, thought leaders and the world’s largest corporations secretly know, gaming is also potentially the best thing to happen to management training since the advent of company off-sites and career workshops. With the world’s largest firms quickly turning to principles of “gamification” to educate new recruits, be forewarned: Blistered thumbs may be a signature hallmark of tomorrow’s most successful executives.

Credit conceptual frameworks and gameplay elements that inherently teach players how to manage limited resources, respond to stressful simulations and problem-solve in real-time within a variety of both plausible and fantasy contexts. Even traditional titles found on GameStop’s shelves teach kids basic everyday management skills, claims Ian Bogost, associate professor at the Georgia Institute of Technology and founder of software maker Persuasive Games. “Look at World of Warcraft: You’ve got 11-year-olds who are learning to delegate responsibility, promote teamwork and steer groups of people toward a common goal.”

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Where are the High-Potential Leaders?

February 9, 2012 15:30 by Ann Pace

(From IndustryWeek.com) -- According to a survey by Right Management released on Feb. 7, 31% of respondents said their organization lacked high-potential leaders.

Across the board talent was in short supply as well with 23% of respondents citing this as a problem.

"After three years of organizational contraction and less internal investment companies are taking a hard look at their onboard talent and aren't pleased with what they find," said Michael Haid, senior vice president of Talent Management for Right Management. "Lean times make it hard for organizations seeking to recruit, retain or develop future leaders. And they're keenly aware of the tough competitive environment they’re in and the need to hold onto and build leadership."

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Executives Greet New Year With Concerns About Leadership Shortages Amid Shifting Economic Realities

January 6, 2012 12:00 by Ann Pace

(From PRNewswire) -- Many executives foresee leadership shortages in the year ahead and are looking at programs to accelerate leadership development within their companies, according to new research from Deloitte. The Deloitte report, "Talent Edge 2020: Redrafting Talent Strategies for the Uneven Recovery," identifies a number of significant trends driving corporate talent strategies and tracks how companies are responding to shifting economic realities.

"The standout findings from our research are two-fold: the near universal agreement about the existing and potentially growing shortage of executive leadership and the significant regional differences in talent needs around the globe," said Alice Kwan, principal, Deloitte Consulting LLP and talent services leader. "Talent leaders in today's business environment are taking responsibility for their futures by focusing investments and capabilities on rebuilding and developing new talent programs for leaders and critical employees within their organizations."

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Blogs: Why Doesn't HR Lead Change?

November 16, 2011 15:15 by jllorens

(From blogs.hbr.org) It's hard to find leaders of the human resources (HR) function who are active in helping their organization improve the way it works. I asked dozens of people who are in HR or in process improvement to share examples of HR change leaders, and I only found a few.

Though it's rare, here's an indicator of what is possible. In 2009 Tony Scibelli, Vice President of Human Resources and Operations at Faxton-St. Luke's Healthcare learned that the Chief Operating Officer and Chief Nursing Officer were going to launch "relationship-based care," a comprehensive cultural change program to focus doctors' and nurses' attention on patients and their families. He offered to have HR involved to address the people aspects. He showed them how HR could weave relationship-based care and continuous improvement into the fabric of this community hospital in central New York, for example by hiring and promoting the right people. He was at the table with them as they planned training and communications, and as they decided how to reward people who took on improvement projects.

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Categories: Communities | Human Capital | News

On Leadership: Reviving the military’s golden age of leadership development

November 10, 2011 17:00 by Ann Pace

(From The Washington Post) -- Today’s combat leaders, also known as tomorrow’s cohort of generals and admirals, are as operationally and tactically competent as any in our history. But in a period of reduced resources in Defense, we need to raise leaders for whom a broken play is an opportunity not a failure. And for this, we must return to and rejuvenate the kind of leader development some commanders adopted before 9/11.

If combat and peacekeeping were not hard enough already, daily our world becomes more complex. Yet going into harm’s way to accomplish missions for which we have never been trained is nothing new. From Vietnam’s jungles to, decades later, the Arabian Desert, we have time and again had to operate in ways we never imagined. We took our hastily reorganized conventional units to Bosnia for a peace enforcement mission we never anticipated. We literally had to make up new tactics as we deployed.

The lessons most important for me throughout a career of reacting to the unanticipated always came when a senior officer took the time to show me what I had done wrong or what I could improve, regardless of whether the advice followed a disaster or a success. That’s “scar tissue learning”. It’s the type of intimate and insightful investment in a young officer that yields operational maturity, adaptability and the confidence to take risks in the face of the daunting uncertainties of combat.

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UAE consortium formed for INSEAD Executive Leadership Programme

October 18, 2011 13:30 by Ann Pace

(From AMEinfo.com) -- Translating the UAE's leadership vision of establishing the country to be the centre of leadership excellence in the region, Du, Dubai Holding, DUBAL and First Gulf Bank have formed a UAE-based consortium of principal companies in the country, and launched an Executive Leadership Programme in collaboration with INSEAD, one of the world's largest and leading graduate business schools.

The INSEAD Executive Leadership Programme (ELP) was conceived and designed to bring a higher level of training to executives at the Vice President and above levels in the UAE.

"INSEAD's Executive Education Programmes create an environment where individual, group and organisation-wide learning is achieved simultaneously. We are honoured to partner with the consortium made up of leading UAE companies, in order to bring comprehensive leadership training to future leaders," said Dipak C. Jain, Dean of INSEAD.

With an aim to expound upon the skill set already demonstrated by those in senior executive managerial levels, the ELP, which will be delivered by INSEAD, will hone the attributes necessary to becoming a company leader, focusing on Strategy and Planning; Customer Centricity; Financial Management; Strategic Human Resources and Supply Chain Management. In addition, the course develops team building leadership and incorporates personalised executive coaching, with participants taking part in live case studies and CEO panels.

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Key Global Trends Impacting Leadership

September 20, 2011 12:30 by Ann Pace

(From Business Wire) -- In a foresight report released today, Hay Group, the global management consultancy, identifies the six most significant trends that will affect organizations, employees and managers over the next two decades, and the key competencies required of successful future leaders.

"Shifting trends indicate that the next generation of leaders will need to be adept conceptual and strategic thinkers, have deep integrity and intellectual openness, and find new ways to create loyalty among employees," said Georg Vielmetter, regional director, Leadership and Talent, Europe, at Hay Group and the leader of the report. "Managers will need to relinquish their own power in favor of collaborative approaches, both inside and outside their organizations. In some cases, this means abandoning many of the behaviors that propelled leaders to the top of their organizations in the first place."

The report, Leadership 2030, examines six global trends--globalization, climate change, demographic shifts, digitization, individualization and technological convergence--and their impact on leadership and organizations.

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Blog: Developing the leadership skills of high-potential employees

August 16, 2011 12:30 by Ann Pace

(From The Washington Post Blog) -- Despite the lean times that lie ahead, the great challenges facing our nation and the need for more effective government call out for investing in the development of a new generation of leaders.

Of course, knowing you need to invest in a future leadership corps is not enough. You also need to determine the best approach so that you see a real return in the form of cost savings, employee engagement and agency performance.

Last week, my organization, the Partnership for Public Service, hosted a conversation with agency leaders and public and private sector experts about effectively developing high-potential employees. The group included authorities from the Office of Personnel Management, the Merit Systems Protection Board and PDRI, a research and consulting firm in the field of industrial-organizational psychology.

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Closing the Gap in Leadership Development

August 9, 2011 12:30 by Ann Pace

(From UNC Kenan-Flagler Business School) -- This whitepaper examines the knowledge, skills and abilities business leaders must have to ensure the continued success of their organizations in today’s competitive global marketplace. It will introduce HR and talent management professionals to a four-step process taught at UNC’s Kenan-Flagler Business School to improve leadership skills and to create a leadership culture within organizations.

Read the whitepaper.


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How Do You Identify High Potentials?

July 26, 2011 12:00 by Ann Pace

(From eCornell) -- Today's organizations find it challenging to locate and put in place a new generation of leadership that is both proactive and pragmatic. Disproportionately this new generation of leaders will come from the pool of people within an organization, often referred to as "high potentials." But here's the rub: By what criteria do we decide whether somebody is a high potential suited for a leadership position?

Sam Bacharach, McKelvey-Grant Professor at the School of Industrial & Labor Relations of Cornell University and author of more than 10 eCornell online courses in high-performance leadership, suggests five criteria for selecting high potentials in his new whitepaper Criteria to Identify High Potentials in Your Organization.

Get your copy of the complimentary whitepaper.


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