As the world becomes more complex,
what organizations expect from their people increasingly exceeds
their peoples¡¯ competencies. This gap between expectations and
skills is particularly acute in China, where business conditions
are changing rapidly and people often work across cultures. Companies
in China struggle to achieve excellent performance and maintain
a robust leadership pipeline despite extensive investments in
their people.
The good news is that it is possible to accelerate leadership
and talent development. By integrating development initiatives
into core business processes, organizations can fully engaged
their people and ensure they grow as they progress in their careers
rather than simply lengthen their tenure.
We recommend that companies:
 
Encourage a culture that promotes continuous
growth. Deep, sustainable development requires strengthening
underlyinghealth and well being, and creating a foundation upon
which change and growth can stand. For this to happen, organizations
and the individuals within them need to work together to create
conditions that promote continuous growth. Read
more about this topic
Explicitly address reasons change efforts
fail. Regardless of whether you are working with individuals
or groups, to make changes stick you need to address both tangible
elements (e.g., behaviors, systems, skills, technology, relationships)
and intangible elements (e.g., beliefs, attitudes, aspirations,
values). You can increase your likelihood of success by (1) focusing
on building capabilities not merely solving problems (2) identifying
and addressing the taken-as-truth assumptions and perceptions
that fortify an individual or group¡¯s immunity to change. Read
more about this topic
Be as thoughtful about pedagogical approach as content.
Organizations usually know what they want from their people even
if they haven¡¯t articulated it ¨C but aren¡¯t always sure how to
help people change and grow. They recognize that developing a
person¡¯s leadership capacity requires more than just increasing
skills, knowledge, and experience.
To ensure people develop as they work, organizations should use
rigorous, pedagogically sound approaches that are based on proven
models of how adults learn and grow and be structured around clear
outcomes. In addition, approaches should increase people¡¯s learning
skills so they can correct themselves when they get off track
and navigate from learning curve to learning curve.
Read more about this topic
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Influencing others requires
presence. What exactly is presence? Is it a skill? A personality
trait? Are people born with it or can it be taught? How does one
develop it? Can the process be accelerated? If so, how?
This document codifies lessons learned coaching management consultants
in Asia on presence. The first section of this document defines
presence. The remainder outlines how the elements of presence
translate into development levers and explains an approach to
assessing presence issues and designing coaching and development
programs.
Download ¡°An Approach to Coaching on Presence¡± |
