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Practical solutions to building your organization's potential [Part 3 of 3]

Succession planning and developing a sustainable business depend on finding and training new leaders.  Global Knowledge International Vice-President of Leadership and Business Solutions Jocelyn Bérard discusses some of the key traits and skills, as 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 transcript below:

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 3/3, Global Knowledge

Caitlin Nobes:  Joce, some part of your book is practical solutions for building your organisation’s potential.  Can you give me an example of one of those practical solutions?

Jocelyn Bérard, VP, Leadership & Business Solutions – International
Jocelyn Bérard:
 Uh-huh.  We have to remember that leaders are not expert in leadership theory, so we care a lot in our approach at Global Knowledge when we train leaders to say, it has to easy to learn and easy to apply.  And they learn a lot of competencies as leaders, develop lot of competencies as leaders, so one of them, a very common one that we mentioned before  is communication.  So you can imagine there is probably thousands of books on communication that you can, you can read, so how do we teach a leader in a day or half a day how to be a better leader.  

So we have an approach called KUBA, KUBA with a K.  So if you want to as a leader improve your communication, what we are saying is make sure in your message that people know what you are talking about with the K.  It’s really about the facts, what are the facts, what is it you want to communicate.  The people you communicate to, need to understand that you are KUBA, so what is the rationale, why is it that you communicate, why is it that we are making a change or “the why”.  The B is for Believe.  You can communicate and be clear and they can understand doesn’t mean that they will believe in what you are saying.  So if you want them to believe, it’s all about the benefits, the benefits for them, not always for them, but the benefits for the customers or benefits for the organisation.  We need to discuss the benefits as well.  And finally the A of Kuba is what’s the action, what are the actions, what do you want them to do now.  What’s the next step?  

So when a leader thinks about that in the way they communicate, they say, okay do I have my right, the facts right, do they understand, we need to check understanding and do they believe in that, that’s often the most challenging aspect and then am I clear what I want them to do, if there is something to do with the information which is often the case.  So that’s a very practical way and we have leaders that we have worked with and we trained years ago and they remember that, KUBA yes and how I will communicate more effectively.  So that’s a very good example of how to be practical in the leadership development.

Caitlin Nobes:  So I noticed in your book you have a whole chapter on delegation and feedback.  Why are they so important for accelerating leadership development?
Jocelyn Bérard:  Uh-huh.  It probably deserves more actually.  Really what I am trying to do there is to bring a different angle to the notion of delegation and feedback.  Everybody knows delegation and feedback from a tactical standpoint.  Delegating every day, giving feedback on a regular basis.  What I am trying to bring here is a strategic view on delegation and feedback.  I am sure you heard about this 70:20:10, how we learn as adults is 70% by doing, 20% from others and 10% from formal learning.  

Delegation could be part of the 70.  If I know that one of my direct report or leader need to grow a certain, acquire a certain type of experience I can identify a task or project to delegate to that person so they gain the experience that they need and the feedback could be part of the 20% because if I now know what competency exactly or behaviours they need to modify or improve to become a better leader I can regularly provide feedback and it becomes the two together, giving assignments, providing feedback, way more powerful way and a strategic way to grow leaders.

Caitlin Nobes:  You wrote in your book that one of the best practices is for leaders to create alignment to maximise business results.  What would be a practical and easy way for leaders to do that?

Jocelyn Bérard:  Sure.  And maybe I need to clarify.  What we mean by alignment is really aligning everybody’s effort and expectations with the business plan or a business strategy.  Sometimes we say that it’s not developing the plan is the most difficult, it is really to make it happen.  

Make it happen
So the first thing a leader can do to make it happen is make the connection.  Show the team how our team contribution is supporting the bigger picture.  So either our department or divisions and even our personal contribution is supporting the team.   So make the connection.  

Add Value
Second one is add value.  Discuss how we do add value and some employees may say, “oh I just have a support function”.  It’s important for everybody to realise, how do I add value to the organisation and make it clear.

Tell A Story
And finally I’d like to say - well tell a story.  It’s kind of linked to celebrate or explain to people, well here’s a good example of how we did an alignment and here’s the impact we had on the organisation.  We need to talk about alignment, so it becomes true, it becomes concrete and people can see it in their day to day functioning.  

I think it was a good conversation today to really discuss some key elements on how we want to accelerate leadership development.  Because of the aging of the population, many organisations need to identify high potential, they need to accelerate the development of their leaders and having consistency on how to identify them, having proper diagnostic and having practical solutions for leaders really help to accelerate the development of leaders in the organisation for today and tomorrow.

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.