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Accelerating leadership development [Part 1 of 3]

As the rate of retirement increases companies are looking for better ways to develop future leaders. Global Knowledge International Vice-President of leadership and business solutions Jocelyn Bérard discusses some of the solutions outlined in his book, Accelerating Leadership Development.

To learn more practical and effective ways to accelerate leadership development join Bérard for the “Getting There Faster” Webinar on October 1.

Video transcription

Caitlin Nobes:  The rate of retirement for corporate candidates is ever increasing leaving companies seeking the next generation of leaders to fill critical roles.  Understanding how to accelerate leadership development in your organisation can stabilise and fortify its foundation for ongoing success.

Join Jocelyn Bérard, International Vice President, Leadership and Business Solutions, Global Knowledge and author of a new publication “Accelerating Leadership Development” as he discusses some practical solutions to this very real business dilemma.

Accelerating Leadership Development – Part 1/3, Global Knowledge

Caitlin Nobes:  So in your book, “Accelerating Leadership Development”, you talk about factors that are good predictors of leadership potential, can you elaborate on some of those?
Jocelyn Bérard:  Yes.  In any process of succession management, one of the critical step is to identify high potential leaders and too often we noticed in organisations that this step is done a bit in a haphazard way, it’s inconsistent and not necessarily well done.  So through research and experience, we really identify six factors that are good predictors.  
Cognitive Capacity

First one is cognitive capacity.  So really how to process information and make sense of all the data we receive.  

Drive & achievement orientation
Another one is drive for results.  So we want leaders that are good at achieving results and really have the desire to achieve results for their team and themselves.  

Learning orientation:  Self & Others
A third one would be learning orientation, self and others.  So are they curious, do they want to stay uptodate in what they do and do they want their team to learn as well.  

Business ethics
Another one is business ethics, so that’s a bit self explanatory.  We have seen company executives being creative in their accounting practice and are in jail nowadays.  

Motivation to lead
Another one is motivation to lead.  Really the authentic desire to lead people for what it is, not necessarily for the title.

Social & emotional capacity
And finally it’s a social and emotional capacity.  So really how to control and manage your own emotion and deal with other people’s emotion.  
Six factors really that create consistency in how to predict potential for leaders and really improve the selection of those high potential.

Caitlin Nobes:  You also write about the necessity of diagnosing development needs before prescribing development solutions.  What do you mean by that?
Jocelyn Bérard:  I’d like to say diagnostics before prescription.  So imagine Caitlin, you would visit a physician, how would you feel if they would give you a prescription without even asking any questions or doing any diagnostics.  But you know we do that often.  It’s often done in the world of learning and development, where we throw courses at people without having [specifically] measure it before.  So I am a strong believer, we believe in Global Knowledge in our approach that we need to measure before we develop people.  So measuring meaning is identifying exactly what is it that they need, which is by the way a good way to accelerate the leadership development, because you only provide what they need, you don’t provide what they don’t need and also allow people to raise self awareness when you assess them.  So they better prepare to learn.  So more focused and higher, raising self awareness.

Caitlin Nobes:  So talking about self awareness, tell me a little bit more what you mean by that?
Jocelyn Bérard:  Okay, good.  It, sometimes it’s a concept that seems very well known, but there is really two elements to that question.  One is your identity, what you think of yourself, how do you assess yourself, how do you judge yourself, your own self perception.  But really what is even more important is your reputation.  Your identity is your own point of view, but your reputation is the point of view of others, how they view you, how they assess you.  So self awareness is not only your own opinion, but it’s also the one from others and in fact the one from others, specially as a leader even is more important than the first one and the challenge is when both are not equal, so when both are not aligned, this is where we need to have good conversation with people to say, you may think of that of yourself as a leader, but here’s how other people sees you and sometimes they have good surprise but sometimes they have bad surprise and we need to help them to really learn on adapting some of their leadership behaviours.

Caitlin Nobes:  Want to discover more practical and effective ways to accelerate leadership development, join Jocelyn Bérard for their “Getting There Faster”  Webinar.  See details below this video.