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Welcome to the February 2008 E-Journal! The
Best Practice Institute has a great year
ahead-with webinar presentations featuring
Jay Conger and Brian Fishel, on "Accelerating
Leadership Performance at the Top: Lessons
from the Bank of America's Executive
On-Boarding Process" on February 14, 2008 at
4pm EST. BPI also has a July 15, 16, and 17
board meeting in Chicago, IL., as well as a
conference in Sweden in June. For
information on these great events and how to
register, please call BPI at: (561) 881-1231.
I have included some of the content BPI
members are able to access; case studies,
webinar presentations and recordings, and
articles for your viewing pleasure. Visit
our website
on how to become a member of the Best
Practice Institute.
Cheers to an exciting 2008!
Louis Carter, CEO, Best Practice Institute
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Jay Conger and Brian Fishel
Webinar, 2/14/08 4pm EST
You are invited to join Jay Conger and
Brian Fishel on a webinar titled,
"Accelerating Leadership Performance at the
Top: Lessons from the Bank of America's
Executive On-Boarding Process."
A well designed on-boarding intervention for
executives can and should serve three
purposes. The first is to minimize the
possibility of derailment on the job. By
accelerating the new executive's
understanding of the role demands and by
providing support through constructive
feedback, coaching, and follow-up, a well
designed program can and should pre-empt
failures.
The second role is to accelerate the
performance results of the new leader. For
example, research suggests that a senior
level manager requires an average of 6.2
months to reach a 'break-even point' - the
moment at which the new leader's contribution
to the organization exceeds the costs of
bringing them on board and their acquiring a
critical base of insight into the job.
Effective on-boarding interventions should
shorten this cycle of learning by
accelerating the development of a network of
critical relationships, clarifying leadership
and performance expectations, and
facilitating the formulation of more
realistic short and medium term performance
objectives.
A third role for on-boarding interventions
concerns organizations that are aggressively
pursuing acquisitions or experiencing high
growth rates. In both cases, they must
grapple with socializing an influx of outside
senior managers.
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Boeing Case Study
The Executive Development Program (EDP) was
established in 1995 by Harry Stonecipher,
while he was CEO of the former McDonnell
Douglas Company (MDC). Upon announcement of
the Boeing/McDonnell Douglas merger in 1997,
several programs, initiatives, and processes
were identified by synergy opportunity teams
as best practices and worthy of expansion
into the newly merged company. (Note: During
the merger transition period, over 100 small
teams were chartered to find and assess
synergy opportunities among the three
companies and recommend common best practices
for implementation after the merger was
consummated.) MDC's Executive Development
Program was one of the programs selected and
has evolved to become a premier development
strategy for targeted executive potentials.
EDP alumni have been rotated to key
assignments throughout the company; project
sponsors have rated business solutions from
project teams as excellent; program nominee
quality has increased and the wait list is
long; top executives speak at weekly
breakfasts and in other venues and strongly
support the program in both words and action.
This chapter provides an account of the
evolution of this program from its startup
through merger transition and redesign into
full implementation across The Boeing Company.
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Motorola Case Study
Every major corporation wants to develop
innovative and visionary leaders. Companies
that lack a cadre of globally focused leaders
who can interpret the vision and strategy
of the organization to drive the business
forward lose ground to competitors. Those
that successfully develop their leaders share
a common characteristic. Their Training
and HR functions see themselves as partners
with the business rather than as adjunct
service groups. This is not how Training and
HR have viewed themselves in the past.
In articulating this paradigm shift Phillips
(1997) points out that Training and HR must
move beyond being event based, and become
true partners in the organization's strategic
and operational framework.
Staff must understand the business of the
business, and their role in making the
business successful. Secondly, says Phillips,
Training and HR must view the operating
managers across the organization as customers
and establish strong partnerships with them.
Third, they must evaluate the impact of
interventions and programs. Training and HR
groups that fail to track the impact of their
programs run
the risk of losing a valuable customer, their
own organization, that needs evidence of
improved leadership performance.
This chapter outlines Motorola's experience
with the establishment of such a partnership
in order to accelerate the leadership
development of high performing managers. This
initiative is known as the Global
Organization Leadership Development Process,
or GOLD.
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Webinar Articles and
Presentations
Past and current webinar presenters include:
Dr. John Sullivan, Marshall Goldsmith, Ed
Lawler, Dr. Aubrey Daniels, Lizz Pellett,
Marilyn Greist, Michael Goussev, Sibyl Cryer,
Jay Conger and Brian Fishel.
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