The GE Capital Model for Executive Development
GE Capital utilized a distinctive model for its Executive Leadership Development Symposium (ELDS) to identify and address organizational challenges. The approach prioritizes a design that is flexible enough to adapt to a changing business environment yet structured enough to be reliable and repeatable with consistently high-quality results. The core components include intensive pre-work, a week-long symposium with personal coaches, and post-program follow-up.
The Role of Intensive Pre-Work
A key lesson from the program is that carefully constructed pre-work helps set the tone and signals that the experience will be uniquely tailored and impactful. It also builds excitement and engagement for the symposium. The pre-work for the ELDS had several critical components.
Multi-Source Interviews
To facilitate a reflective process and set targets for individual development, interviews were conducted with each participant's boss, several peers, subordinates, and customers. This 360-degree approach provided a comprehensive perspective on the challenges facing the business and the leadership capabilities needed to address them.
Personal and Professional Analysis
The program required two forms of analysis from the participant:
- Strategic Challenges: Participants were asked to identify the biggest strategic challenge facing the company in the next two to three years.
- Personal Peak Performance: Participants analyzed a personal peak performance experience, detailing the event, who was involved, and what they were doing that made it a success.
Leadership Assessment Surveys
Participants completed three survey instruments to create a multi-faceted profile:
- 360 Feedback Survey: This included a question asking others to describe the person at their peak performance.
- Myers-Briggs Type Indicator (MBTI): To provide insight into personality and workstyle preferences.
- Leadership Impact (LI) Survey: Developed by Human Synergistics, this survey correlates leader behavior with organizational culture and values.
Setting Expectations
To ensure participants understood the program's philosophy and focus on leadership, the organizers personally called each individual before the event. These calls proved invaluable, as participants arrived with clear expectations and felt respected as customers of the process. This preparation ensured they were well-versed in the program's design before attending.