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Most leadership development runs on rails: courses are organized with standard content usually delivered by companies set up expressly for that purpose. Most leadership programmes fail when judged on whether they achieve lasting impact and behaviour change because what is covered is often forgotten after the programme ends. Building Leadership Development Programmes is designed to show how leadership development should work. It challenges the widely accepted notion that leadership development cannot be measured and it exemplifies how to design programmes that are in line with organizational needs and deliver lasting and measurable impact.
Building Leadership Development Programmes is structured around detailed case studies from around the world that offer unique insights into the process of building effective leadership development, looking at a range of approaches from almost zero cost options to high end investment that actually works. It helps readers think through what it is that they are actually trying to achieve, offering processes to work through to establish what is necessary for their organization and take a longer view than looking for quick fixes. It features case studies including Crotonville Leadership Centre who have worked with GE, McKinsey and the Red Cross, and interviews with world authorities on leadership and talent development. Detailed guidance will help identify the right measures to ensure impact, and to adopt the right methodologies, including looking at leadership coaching, mentoring, social learning and action learning, blowing apart the idea that expensive training courses are always required.
List of contents
Chapter - 00: Introduction: Why this book? Section - ONE: The Leadership Challenge Chapter - 01: The leadership context Section - TWO: Improving the Paradigm Chapter - 02: Beyond the corporate university: GE's Crotonville Chapter - 03: Leadership on the edge: Discomfort as a learning experience Chapter - 04: Rethinking executive leadership development: DeakiPrime Chapter - 05: Leadership as a catalyst for change: The example of the NHS Section - THREE: Changing the Paradigm Chapter - 06: Any time, any place leadership: BP's digital leadership development Chapter - 07: Leadership development as storytelling: Social leadership in a large company Chapter - 08: Making online learning an immersive experience Section - FOUR: Elements for Transformation Chapter - 09: Action learning: The community develops itself Chapter - 10: DIY leadership development: Ensuring leadership development when you have a very low budget Chapter - 11: The shape of the future: The increasingly powerful role of technology Section - FIVE: Lessons Learned Chapter - 12: How to move forward
About the author
Nigel Paine is a change-focused leader with a worldwide reputation and extensive experience in leadership and consultancy with public service broadcasters, SMEs, global industry players, government and education institutions. He is the author of Building Leadership Development Programmes and The Learning Challenge.
As the Head of Training and Development at BBC, he built one of the most successful learning and development operations in the UK. He now runs his own consultancy, which focuses on leadership, creativity, innovation and e-learning, working with companies in Europe, Brazil, Australia and the US.
He is an academic director and member of the international advisory board at the University of Pennsylvania in Philadelphia, board member of Management Issues and a Masie Learning Fellow. Frequent conference speaker, Nigel has also written many articles for Training Zone and contributed and edited two books for the internationally respected Masie Centre think tank.
In recognition of his contribution to learning, he received a Global Learning Leader Award at the 2006 Masie Learning Conference in Orlando, and the Colin Corder Award at the Learning Awards in London in February 2012 (The Learning and Performance Institute).
