Some great discussions as always this month. If you’re interested, the below content is taken from the discussions that take place in three WhatsApp groups that are a core part of the Talent and Leadership Club. At the end of the month group1 had 184 members, group 2 had 219 members and group 3 175 members. They are growing at a good pace and there are a wide range of contributors to the discussions.
The themes for the month of October are as follows with my thoughts in italics.
How to development leaders and create purposeful growth?
The group emphasised the importance of fostering purposeful leadership that integrates resilience and adaptability. Members shared resources from experts and organisations like the Potential Project, focusing on how purpose-driven leadership can enhance personal and professional growth. By embedding these principles into leadership initiatives, organisations can create a culture that nurtures effective leadership. Sharing experiences from past programmes illustrated the tangible benefits of targeted leadership development in shaping organisational culture.
As a leadership development geek I do enjoy these conversations. I was actually given the feedback that the expect speakers we get on a weekly basis haven’t included much on leadership development recently so I have tried to address this by asking Maya Gudka to come and speak to us in December as well as having the subject of leadership development as one of the core subjects we’ll be coming together to discuss in person in 2025.
Creating competency frameworks and structured development models
The implementation of competency frameworks and structured behaviour models emerged as a key discussion point, with references to practices from major financial institutions. Participants highlighted the need for clear definitions of competencies and behaviours that can enhance leadership effectiveness across diverse organisational contexts. Collaborative approaches to developing these frameworks were encouraged, reflecting a commitment to evidence-based practices in leadership development. The dialogue underscored the importance of formalising development practices to ensure they meet evolving business needs.
Interesting to see this is still an area of interest with the focus on skills frameworks, driven by advances in AI. I was having a discussion the other day about whether the skills revolution is here to stay or whether it is another ‘thing’ to sell product. I’ve just signed up to a breakfast that Sana (formerly Sana Labs) are running in December and it will be interesting to hear what they have to say and how their offering fits into the above.
Sales Training and Mentorship Strategies
Refining sales strategies and enhancing mentorship opportunities for high-performance teams were significant focal points of the discussions. Members shared effective learning methodologies that could boost sales performance while fostering personal development through mentorship. This reflects a broader interest in improving sales training outcomes by sharing best practices and innovative approaches. The importance of tailored training and support mechanisms was emphasised as essential for achieving sales excellence and driving organisational success.
I can’t speak for all industries, but the period of economic growth we experienced as we came out of covid, particularly in professional services, is starting to slow. During this time conversations with clients were more about re-pricing and getting value for all the work done. This slowing of economic activity places a greater emphasis on the importance of good salespeople. My time in consulting taught me that the best salespeople could bring in work, whatever the economic climate.
Candid Communication and Team Dynamics
The group frequently discussed the necessity of fostering candid communication within teams, with resources like Kim Scott's Radical Candor being highly recommended. Establishing open channels of communication can significantly enhance trust and accountability among team members. By prioritising candid conversations, organisations can improve productivity and collaboration, creating cohesive teams that navigate challenges together. This commitment to effective communication strategies illustrates the value placed on teamwork and organisational culture.
Feedback and candid conversations is a nut that I’ve not seen cracked yet. We all push for a culture that has a constant feedback loop where people feel empowered and able to provide feedback on performance, but it still feels aspirational. We were having a debate today about whether the systematising of feedback through systems like Workday mean that managers wait for formal processes before providing feedback and their people don’t recognise small post-activity conversations as feedback because they aren’t labelled as such. The other point raised was that we need systems as a backstop to ensure that everyone gets a minimum level of feedback, but playing to the lowest common denominator doesn’t benefit everyone. To be continued I suspect….
Support Networks for Line Managers
New line managers expressed the need for informal support networks to discuss challenges and share experiences beyond formal training. These peer-led support systems are essential for continuous learning and development, helping managers navigate the complexities of their roles effectively. By exchanging insights and strategies, line managers can enhance their effectiveness and adapt to their responsibilities. The conversation also highlighted successful coaching models that illustrate various approaches to building supportive networks within organisations.
This was a conversation about what organisations are doing to support line managers as they transition into the role. Some good examples of programmes were shared, along with the wider support that is given.
Measuring Learning Impact and Investment Returns
There is a strong emphasis on measuring the return on investment (ROI) for Learning Management Systems (LMS) and training initiatives. Members are exploring various metrics and methodologies to assess the effectiveness of their learning expenditures, indicating a collective concern for accountability. This focus on measurement helps organisations justify their investments in employee development, ensuring that learning outcomes align with strategic objectives. Discussions around best practices for conducting cost-benefit analyses reflect a commitment to data-informed decision-making in learning and development.
Enjoyed this conversation, always refreshing to hear the different ways people are evaluating the effectiveness of their work. It was good to see people going back to stakeholder expectations and using these to find metrics that measured true impact.
Talent Mobility and Coaching Structures
Strategies for enhancing talent mobility and establishing coaching frameworks were pivotal themes in the discussions. Members advocated for the creation of talent boards or forums to promote cross-functional movement and development of internal talent pipelines. Peer-led coaching networks emerged as valuable tools for facilitating knowledge-sharing and professional growth. This emphasis on nurturing internal capabilities demonstrates a commitment to continuous improvement and effective talent management within organisations.
Again, good to see these discussions. There seems to be a genuine desire to be more strategic in our approaches and learn from the best practice of others. This is a discussion that will continue and be one of the themes that the community explore further in 2025.
Innovative Approaches to High-Potential Talent Development
The group extensively discussed the identification and nurturing of high-potential (HiPo) talent, focusing on various assessment tools and methodologies. There was a significant interest in ensuring inclusivity within these assessments, with some members expressing concerns about traditional tools' effectiveness. The conversation also highlighted personalised development initiatives, including mentoring and coaching, as critical for supporting HiPo talent. This collaborative effort to refine talent development practices reflects a commitment to fostering diverse leadership pipelines.
We’ve got a lot of expertise in this space and it was great to see it shared. I suspect we will pull together a discussion on this in Q3 or Q4 of 2025 as it would be good to explore all elements of the early talent cycle and learning from the best practice out there.
Engaging Learning Technologies and Platforms
Members showed considerable interest in exploring innovative learning technologies that enhance training delivery and compliance tracking. The discussions highlighted the necessity for effective LMS tailored to specific industry needs, underlining the transformative potential of technology in learning environments. By staying current with trends and integrating digital solutions, organisations can facilitate engaging learning experiences. This focus on technology underscores the evolving landscape of learning and development within organisations.
This is also a theme we will look at in 2025. I’m toying with a session entitled, “what is the ideal tech stack?”. There is a bewildering range of tools out there and a lot of integrations to be done to leverage them all properly. This is before the new tools that have been enabled by AI come online properly. I spent a good chunk of a day last week playing with the ChatGPT new search functionality that provides so many cool and useful tools that leverage the power of AI. The world is changing very fast, and it is exciting.
Networking, Career Development, and Professional Growth
The community actively engaged in discussions about networking opportunities and career advancement, showcasing a supportive environment for professional growth. Members shared job leads and LinkedIn profiles, emphasising the importance of community engagement in career transitions. This theme reflects the value placed on professional connections and the collaborative efforts to assist each other in achieving career goals. The willingness to share resources and experiences highlights the significance of networking in fostering individual and organisational success.
There are still a good number of mid-level learning opportunities out there. I’m thinking of the best way to share these so everyone benefits. I’m toying with the idea of a ‘job club’ where we have a platform to broadcast roles we find. It feels important at the moment as I’m also seeing a lot of people leaving roles due to cost cutting.
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