TITLE OF SESSION
Stop Wasting Your Leadership Development Dollars
1. Assess the readiness level of your current and future leaders and design individualized learning paths
2. Develop a leadership curriculum that aligns with your competency model
3. Embed your leadership competency model into performance management practices
How many times as HR practitioners are we asked to develop leadership training or research outside partners to run leadership programming for organizations? Before we start asking our colleagues for best practices and researching good topics, speakers and digital content, we need to ask ourselves:
What specific leadership behaviors do we need to propel our business strategy forward? Which are most critical? Do they look different at various levels? What is the readiness level in these competency areas amongst our current and future leaders? Which competencies are more effectively learned in a classroom environment versus through experience, and vice versa? How will we tie rewards and recognition to the leadership behaviors we need to see demonstrated? How can we create individualized learning plans versus a one-size-fits-all program?
The list of strategic questions could go on and on, and if we want to ensure a real ROI, we better make sure we're asking them. The #1 area of spending for corporate learning continues to be leadership development, yet global leadership gaps remain one of the most pressing issues businesses are facing. Enough is enough!
Time to be more strategic about our approach to leadership development. Attend this session to learn how to:
- Identify leadership behaviors needed to drive your business strategy forward (leadership competency modeling)
- Assess the readiness level of your current and future leaders and design individualized learning paths
- Develop a leadership curriculum that aligns with your competency model
- Embed your leadership competency model into performance management practices
- Brand and communicate your leadership development initiatives
- Start somewhere, anywhere, in the meantime - early wins!
Maggie Frye is the Founder and Principal Consultant at Core Consulting Group, an organizational development consulting firm, where she specializes in talent management; leadership development; team effectiveness; and employee engagement. Throughout her career, Ms. Frye has served in both local and global environments and in both the private and public sectors. Prior to founding Core, Ms. Frye served as the Global Communication & Talent Development Manager at Hobsons, a global education solutions provider. In this role, she supported a global workforce in the US, UK, and Asia Pacific markets.
In addition to her work in the private sector, she also spent seven years in the storm water/wastewater industry at a public utility in Northern Kentucky (SD1). Upon her departure, Ms. Frye had responsibility over the employee development, safety, and information technologies functions. Throughout her tenure, Ms. Frye also worked in regulatory compliance and led SD1's strategic planning program through the development and measurement of goals, objectives and key performance indicators. Formally positioned in the Human Resources Department (HR) at SD1, Maggie gained exposure to and hands-on experience in all facets of HR's strategic and tactical roles within an organization.
Ms. Frye is a graduate of United Way's Board Orientation and Leadership Development Program and the SOAR Women's Leadership Program. Since 2013, she has served on the Board of SHRM's Cincinnati affiliate chapter (GCHRA).
Maggie's educational background includes a Bachelor of Arts in Communication from Northern Kentucky University and a Master's in Strategic Organizational and Corporate Communication from the University of Southern California. Over the years, she served intermittently as an Adjunct Instructor at the University of Cincinnati, Cincinnati State Technical & Community College and Kaplan College. Maggie currently serves as a Consultant and Facilitator for Xavier University's Leadership Center.