I took a stab at creating an infographic that visually represents the impending leadership brain drain. It is yours to download. Let me know what you think. Hope you enjoy it and hope it helps!
Of course, we'd be happy to help you create innovative and effective ways to reduce the brain drain, but this probably goes without saying :^). Enjoy!
I just returned from the ATD international conference. It seems like ATD is stuck somewhere around 2008. Very little has changed and there was definitely frustration from other attendees as well. This year felt especially vendor-first. The presentations lacked anything tangible and once again just set the stage for future purchases. Finally, the keynotes didn't seem exceptionally relevant. But, that's just me and I hope others found it was useful.
Talking with many other attendees, a very clear concern came across: Management knowledge transfer. Without any coaxing, over 10 people brought this up as a huge concern. In most instances, it was the #1 concern. There was very little talk about this from the presentations I attended. Talking with a couple CLOs, we talked about the importance of this topic especially in tandem with trying to drive the business forward in various new directions. Talking with CLOs about this almost made them pass out from the overwhelming tasks in front of them. This led to discussions of creating hands-on training where soon-to-be retiring executives are matched with 4 other managers for a day or two of training. They loved the idea. Let's look at this in more detail…
By Bill Hall: Your business is growing and hiring people at an amazing rate. Customers love your product, and it’s gaining greater and greater attention. At the same time, you’ve noticed yourself growing ever more nervous about the byproducts of this success: Increased competitive pressure and employee fragmentation. In fact, these two realities have you concerned whether you can effectively sustain this level of success.
As we all know, success is like blood in shark-infested waters: It creates competition at an amazing rate. To fend off competition, many companies expand within the market faster than others, gaining a larger foothold and raising the barriers to entry. In many cases, this works. But such rapid growth creates an employee base with widely varying skills and focus. As a result, the company’s strategic alignment looks like a spilled package of dried spaghetti. Employees are pointing in an infinite number of directions.
By Bill Hall: Most executives know the drill. Fourth quarter rolls around, and it’s time for a strategic-planning session once again. This is a time-consuming process in which business leaders create exhaustive (and exhausting) slide decks outlining the strategy for the following year.
The results are usually a couple of days of presentations, discussions and analysis at an offsite location (or maybe in a meeting room). Managers often arrive at the meeting energized, enthusiastic and motivated to drive results into the next year. But most of us know that the energy fizzles, and most things drift back towards business as usual. Why does this happen?