To be effective, leadership development should change

Problem-based Leadership Development Series: Part 1 of 3


Posted by Noah Rabinowitz on April 8, 2019.

Leadership is one of society’s and industry’s favorite topics, and—across the globe—we’ve been spending billions in our pursuits to improve leadership for decades—$50 billion a year by some estimates.1 Just check out the leadership section in any online or physical bookstore and you’ll find thousands of titles on the topic—each one promoting a new, different and better approach, framework, or model for leading. By Deloitte’s research, 84 percent of global organizations offer formal learning programs for leadership development, meaning nearly every organization invests in these activities.2 From competency structures and behavioral formulas to mindfulness and neuropsychological models, leadership frameworks are overly abundant. They also shift with the times, ride trends and quickly come in and out of fashion. If there’s one thing that’s certain about leadership, it’s that there’s no consensus on what it means and how to be great at it. Despite the volume of thinking about leadership, what has this thinking about leadership actually produced? In many cases, the answer to that question is, “We just don’t know.”

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Evolving leadership in the social enterprise

Developing social entrepreneurs

Posted by Stacey Philpot on March 13, 2019.

The relationship of the organization to its communities has moved beyond a social responsibility program or a marketing initiative to become a CEO-level business strategy—defining the organization’s very identity. We characterize this shift as the rise of the social enterprise about which we have published a comprehensive discussion in the 2018 Deloitte Global Human Capital Trends report. The social enterprise is a product of the impact of technology and evolving talent models that are leading companies to redesign their workplaces, their workforces, and work itself. The social enterprise requires leaders who can manage the daily needs of the organization while recognizing and embracing change. These women and men need to become, in short, social entrepreneurs. An important element of this new leadership is understanding the role of succession planning as an integral component of the workforce of the future.

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Spotting three Trends of the Trends: Leadership is No. 1


Posted by Jeff Schwartz on November 15, 2018.

As we’ve charted Global Human Capital Trends over the last seven years, we are seeing the arc and evolution of the human capital agenda emerge and, more specifically, the future of HR. The trends are showing us what’s becoming more important. Three persistent “Trends of the Trends” have emerged, combined with rising trends over the last seven years. Let’s look at the first Trend of the Trends: leadership.

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Learning transformed = Agility achieved

Redefining learning as a platform, rather than an event, enables and supports an agile, digital business


Posted by Lindsey West and Terry Patterson on September 27, 2018.

The corporate learning function is under pressure to deliver more capable and more engaged talent faster. How can learning meet these escalating expectations? Certainly not by tinkering at the edges. Something completely different from the status quo is in order, given the pace of business disruption overall and the way technology has permeated our day-to-day lives. The answer doesn’t lie in new or different training programs, but in a completely new type of learning platform.

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Participate in Bersin’s High-Impact Employee Experience Survey Now!


Posted by Madhura Chakrabarti on September 25, 2018.

The High-Impact Employee Experience survey by Bersin is now live! The study aims to uncover:

  1. How high-performing companies recognize the power of the individual and put the employee at the center of their future organizations
  2. Aspects of employee experience that contribute to important business and talent outcomes

By participating in this survey, you will help shape what it means to create and drive compelling employee experience!

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New priorities for leadership in the new world of work


Posted by Steven Hatfield and Anne-Claire Roesch on August 22, 2018.

As machines augment people in performing routine physical and process-based work, thanks to robotics, automation, and cognitive computing, the work people do is changing, opening the door to new opportunities for people to add value to customers, companies, and communities. In turn, what leaders expect—and what is expected of them—is changing, too. How are you developing leaders for the future of work?

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Salaries Are Up—Workers Rejoice! (or Not)


Posted by Peter DeBellis on August 20, 2018.

Earlier this week, World at Work, a nonprofit association of compensation and total rewards professionals, reported that its 2018–19 Salary Budget Survey showed a 3.1 percent average salary increase budget for 2018 in the U.S., barely breaking a four-year streak of 3 percent per year from 2014 to 2017.1 But given the impact of inflation, real wages have been stagnant for some time—3.1 percent is not cause for celebration.

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Leading in a disruptive world

Four takeaways from the 2018 Next Generation CHRO Academy

Posted by Tom Morrison and Joanne Stephane on August 10, 2018.

The lead trend in the 2018 Deloitte Global Human Capital Trends report is for the C-suite to act as a unified “symphonic” team, rather than a collection of functional specialists. Moving out of traditional silos and applying the collective expertise and experience of the entire executive team is seen as the most effective way to solve complex, multifaceted problems.1 At Deloitte Consulting’s annual Next Generation CHRO Academy, a select group of Chief HR Officer-aspiring HR and business leaders convened to focus on what it means to be this kind of decisive, influential C-suite leader in a world of ongoing disruption.

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Can Continuous Performance Management Position Your Organization for Success?


Posted by Nehal Nangia , Julie Hiipakka , and Jeff Mike on July 30, 2018.

Consistency is a key to achieving success, no matter what the activity. You would not work out just once or twice a year and expect to achieve your desired levels of physical fitness. Yet many organizations do something similar when trying to ensure optimal employee experience. These organizations utilize performance management systems in which employee-manager discussions occur sometime at the end or beginning of the year, and the results aren’t reviewed until many months later—often leading to surprises (and disappointments) on both sides.

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Is Employee Empowerment the New Leadership Model?


Posted by Julie Hiipakka on July 25, 2018.

Just how critical are leaders to employee experience? It turns out that even as individuals and teams increasingly call the shots about the way work gets done, leaders are often the single biggest influence on employee growth and development. Bad managers can sap morale, erode employees’ trust, or worse, harm business performance. Get top-performing managers on the job, however, and they not only serve as coaches and mentors but also help build a culture of consistent improvement.

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