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A Model for Developing Executive Leaders
GE Capital utilized a structured process for its Executive Leadership Development Symposium (ELDS) to guide participants through personal leadership challenges. The model emphasizes a flexible yet reliable approach that can adapt to a changing business environment while delivering consistent, high-quality results. The core components include extensive pre-work, a week-long symposium with personal coaches, and post-program follow-up.
The Personal Leadership Challenge Questionnaire
To begin the reflective process, executives were asked to consider their personal leadership challenges and bring written responses to the symposium. The questionnaire provided a framework for this analysis.
What has been your greatest leadership challenge?
- What was the situation? Describe the context and circumstances of the challenge.
- What made it a challenge? Identify the specific factors and difficulties involved.
- How did you handle the situation? Detail the actions and approach you took.
- What did you learn? Articulate the key insights and lessons from the experience.
Designing an Effective Program Framework
A successful leadership development initiative requires more than just the main event. This model incorporates several key design tools and techniques to ensure a meaningful experience.
Intensive Pre-Work
The pre-work sets the stage for the entire program and signals to participants that the symposium will be a focused, valuable experience. Key elements included:
- Interviews: To aid the reflective process and set targets for individual development, interviews were conducted with the leader's boss, peers, subordinates, and customers. This provided a 360-degree perspective on business challenges and the capabilities future leaders need.
- Personal Analysis: Participants analyzed a peak performance experience from their own career, identifying the event, who was involved, and what actions made it successful.
- Surveys: Three distinct survey instruments were completed:
- 360 Feedback Survey: Included a question asking others to describe the leader at their peak performance.
- Myers-Briggs Type Indicator (MBTI): For assessing personality preferences.
- Leadership Impact (LI) Survey: A tool from Human Synergistics that correlates leader behavior with organizational culture and values.
Participant Communication
Beyond automated emails, each participant received a personal phone call to set expectations and explain the design principles of the symposium. This step proved invaluable, as participants arrived with a clear understanding of the program's focus on leadership and felt they were respected as customers of the event.
Core Lesson: The Value of Preparation
The primary takeaway from this model is the impact of carefully constructed pre-work. This preparatory phase helps build excitement and establishes the tone for the program. When participants know what to expect and feel their time is being respected, they are more engaged and open to the development experience. '''