The program, Digital Leadership for Managers, helps stc leaders better understand the future of the telecommunications industry, and how to design and implement a digital strategy to respond to disruptions that lie ahead.

The program, which began in 2018 and was adapted to a virtual format during the 2020 pandemic, received a 2021 Gold award for Best Advance in Leadership Development and a Silver award for Best Unique or Innovative Learning and Development Program.

CCL has combined its viewpoint on digital leadership with decades of experience and research in the challenges of leadership and organizational change. The success of this program for stc, along with the recognition from the prestigious Brandon Hall Group Excellence Awards, reaffirms the efficacy of approaching digital transformation with both leadership development and culture change in mind.

CCL is proud to partner with clients on award-winning programs that help them accelerate digital strategy and successfully adopt technology in today’s rapidly changing and disruptive marketplace.

The post CCL Digital Transformation Program Wins 2 Brandon Hall Group Excellence Awards appeared first on CCL.

Given the complexity of the industry and market — with regulatory challenges, geopolitical pressures, and environmental issues — it can be difficult to know if organizations have the leadership talent needed today and if they’re effectively developing the energy industry leaders needed for tomorrow.

Amid debate over topics like regulation, sustainability, importation versus domestic production, and government incentive priorities, the energy sector faces significant and rapid change. When circumstances are stable, good management is key to success.

However, in challenging times, energy companies can’t afford to pour resources into generalized development, expecting that they’ll end up with employees who are well equipped to lead the business. Well-targeted development initiatives for energy industry leaders are essential for success. Organizations need good leadership to set new directions, align people with mission-critical imperatives, build a commitment to new vision and action, and develop talent.

Energy leaders and organizations also need to create career and development strategies to provide significant broad, cross-organizational experiences and learning. These findings are consistent across the fossil fuel and utilities sub-sectors.

Understanding the Challenges Facing Leaders in the Energy Sector

3 Key Issues

To help our energy industry clients better understand and focus their leadership development efforts, we analyzed leadership effectiveness data from about 11,200 energy industry leaders. These are the 3 key issues around leadership challenges in the energy sector:

1. Importance: What leadership competencies are most important for energy organizations?

Our research has identified 16 key leadership competencies and 5 “derailment factors” (warning signs that a leader’s career is in jeopardy).

All the competencies are important; however, some are more critical than others in various industries or organizations. Gaining clarity about what matters most within the energy sector allows organizations and individuals to focus and tailor their learning and development.

2. Effectiveness: How well do energy leaders demonstrate the leadership skills that are required?

Organizations (and individual leaders) need a clear picture of how leadership skills match up to organizational needs. This begins with identifying and understanding leadership strengths and weak spots, then determining how well individual strengths align with organizational priorities. Significant discrepancies between areas of strength and areas of need indicate leadership pain points.

3. Sub-sector variation: Are there differences between energy industry sub-sectors?

Recognizing that the energy sector is not uniform, we also examined the data by 2 distinct sub-sectors: fossil fuel organizations and utility companies.

Competency Benchmarks for Energy Industry Leaders

Key Findings From Our Study

Using data from our Benchmarks® 360 assessments, leader evaluations rated the relative importance of key competencies for success in the energy industry and the effectiveness of their coworkers at executing each competency.

Here are some key findings from the study:

1. The top priority for leadership development in the energy sector is to improve the ability to lead employees.

This skill was ranked #1 in importance by both fossil fuel and utility organizations.

However, the ability to lead employees ranked very low on the effectiveness scale, revealing a significant limitation for energy organizations (#14 out of 16 items by the fossil fuels group and #15 by the utilities group). This large gap between importance and effectiveness suggests that investments are needed to close this competency gap.

2. Energy leaders show a skill gap in other key areas.

Notable weak spots include building and leading a team, confronting problem employees, building a broad functional orientation, and career management.

Findings suggest that training and development, succession planning, and individual and organizational development efforts might be best focused on these competencies, alongside efforts to improve the ability to lead employees.

3. Energy leaders have important strengths, too.

The good news is that energy industry leaders are highly effective in meeting business objectives and being resourceful — 2 high-priority skills. The study shows that energy leaders are also strong in areas that are not high priorities for energy organizations, including putting people at ease and recognizing and appreciating differences.

With this knowledge of leadership strengths, individuals and organizations can find ways to leverage them in new or more intentional ways. An accurate picture of strengths also helps to clarify where training and learning investments are not as important.

4. Sub-sectors within the energy sector show little variation.

Dividing this data into 2 sub-sector groups (fossil fuel and utilities), we discovered remarkable similarities between the groups. This is useful information as energy organizations look to recruit employees and collaborate across the sector.

When important competencies are found to be weak spots, targeted development initiatives can be put into place. Energy companies can move rapidly to strengthen the leadership capability of people in key roles, to create more focused leadership development strategies, and to build greater leadership capacity throughout the organization.

What Matters Most for Energy Industry Leaders? Clarifying Necessary Competencies

Many organizations and management experts develop competency models by which they evaluate individual leadership skills, plan development, and manage the talent pipeline. Identifying the most important competencies for an industry sector or an organization isn’t (or shouldn’t be) a haphazard process.

To gain an understanding of the competencies that energy organizations need most, we turned directly to the people who work in the sector.

Tens of thousands of mid- and senior-level managers participate in our leadership development programs and complete our Benchmarks 360 assessments, providing us with a vast database of information on the competencies required for effective leadership and the skill level of managers in each area. It’s from this database that we were able to analyze energy sector leadership needs.

The leadership skills and perspectives ranked most important for success in both energy groups were:

• Leading Employees
• Resourcefulness
• Straightforwardness and Composure
• Decisiveness

Understanding the Individual Energy Industry Leader’s Effectiveness

In completing the Benchmarks assessment, respondents also rate an individual leader’s effectiveness at executing each of the competencies (both the leadership skills and the derailment factors).

The 3 skills and perspectives that were rated by observers as least effectively executed by leaders in the energy sector were:

1. Leading Employees
2. Confronting Problem Employees
3. Career Management

The derailment factors that were identified as especially problematic for energy industry leaders were:

• Difficulty Building and Leading a Team
• Too Narrow Functional Orientation

Observers in both groups indicated that energy leaders were most effective in the following categories:

• Differences Matter
• Being a Quick Study
• Putting People at Ease
• Resourcefulness
• Doing Whatever it Takes

From the derailment list, both groups rated Failure to Meet Business Objectives with the lowest score, suggesting that energy leaders are usually effective at meeting business objectives.

Solutions for Energy Industry Leaders

Efforts can (and should) be made at both the individual level and at the organization level to understand to improve and foster leadership development in these areas.

Strengthening the ability to lead employees and teams is the top priority for energy organizations looking to invest in talent development. In parallel, the research suggests, energy organizations should help their current and upcoming leadership pool to think strategically about developing the skills and perspectives needed to grow and succeed in the industry.

As the energy sector faces challenges and changes, how can it address these leadership priorities? How can the leadership needs of organizations best be developed as leaders operate in real-time in the context of regulatory, environmental, geopolitical, and global pressures?

This information can help senior management facilitate conversations about the organizational leadership capacity and to create new approaches to developing energy industry leaders. Using our research as a starting point, energy organizations have the opportunity to reassess their leadership strategies and place their talent development efforts where they’ll have the most impact on the future.

Ready to Take the Next Step?

Effectiveness is important for energy industry leaders and leaders in any sector. How do your leaders rate when it comes to leadership? Combine our Benchmarks® 360-degree assessments with customized leadership development to take your team’s leadership to the next level in your industry.

The post The Leadership Challenge in the Energy Sector appeared first on CCL.

It’s widely understood — thanks to genetic research — that humans are more similar than we are different. When it comes to leaders in different industries, it’s the same story.

There are actually a lot of similarities among leaders across industries, including healthcare, pharmaceuticals, finance, technology, energy, and government. The data show that “humans are humans” and “leaders are leaders,” regardless of the industry they work in.

To better understand the challenges faced by leaders in different fields and what leadership skills are needed to succeed in various industries, our Leadership Analytics experts took a look at the key competencies required for leaders to be successful in different industries, along with the capability gaps that will likely need to be addressed. We drew on our large global database of leadership assessments data, based on our pioneering, global Benchmarks® for Managers assessments, to examine U.S. leaders in different industries: energy, financial services, healthcare, government, the military, pharmaceuticals, and technology.

As we analyzed the data, we found that across industries, bosses share similar beliefs about what competencies are most important to the success of their organization. They also share similar perspectives on the strengths of their leaders and which capabilities need to be further developed.

Our Research Findings on Leaders in Different Industries

5 Key Insights from the Data

We’ve uncovered some overarching similarities in terms of what leaders in different fields need to succeed. Here are 5 insights on what we learned and what these findings mean for leadership development.

1. The same 6 competencies were rated most vital to leadership success in every industry.

Out of 16 leadership competencies on our Benchmarks® 360-degree assessment, the same 6 rose to the top as most needed in every industry we researched:

• Building collaborative relationships
• Leading employees
• Strategic perspective
• Taking initiative
• Participative management
• Change management

The most effective leadership development initiatives are built on the competencies that are most critical to the success of an organization and its leaders. Based on the pervasive importance of these 6 competencies, HR and training teams in every industry would be well advised to track and build leader competencies in each of these 6 areas.

2. Leaders rate highest at taking initiative.

Among the top 6 competencies, bosses in all industries rated “taking initiative” as the most effective competency of their leaders. This confirms the well-known belief that the ability to get things done is what gets leaders promoted in the first place. (Of course, what got them promoted to management isn’t what they need to succeed once they get there; that’s why organizations must prepare their first-time managers for success in their new leadership roles.)

3. Among the top-rated competencies, leaders are least prepared to lead employees.

Our research has long shown that leading employees effectively is essential to both individual and organizational impact. A leader’s performance and reputation within the organization is only as strong as their team. That means leaders need to know how to recruit the right people and then motivate and develop them as they progress throughout their careers.

It’s troubling that so many leaders across industries need development in this fundamental area, especially since direct reports are vital to getting day-to-day work done. Equipping managers to develop employees should be a top priority for every organization.

4. Leaders lack vital skills for building collaborative relationships.

While all industries rated “building collaborative relationships” as the most important capability leaders need, none rated it among the top 2 proficiencies of their current leaders. Why such a significant gap? Typically, individuals are promoted into leadership roles because they are strong individual contributors. In many organizations, the ability to build collaborative relationships with peers and external stakeholders simply isn’t practiced or rewarded regularly.

Individuals with “leader” titles have more self-development work to do if they are to master this competency. Regardless of your industry, you’ll want to help your leaders build more collaborative relationships.

5. Leaders lack important skills in change management.

Aside from the financial industry, all other industries we surveyed rated “change management” as one of the lowest proficiencies of their leaders. This isn’t surprising — we have found that many organizations have mastered the operational or structural side of change but give little effort to the people side of the change equation.

To gain the desired results when implementing a new direction, system, or initiative, organizations need the benefit of change-capable leaders, no matter what industry they’re in.

Varying Skills Needed Among Leaders Across Different Industries

Top Leadership Competencies Needed for Leaders in Different Fields

While bosses in all industries said their leaders were proficient at “taking initiative,” all also cited a lack of preparedness when it came to “leading employees,” “building collaborative relationships,” and “change management.” In short, the data showed that leaders in different fields are more alike than different, and there’s a serious shortage of leaders who are skilled in key areas — what’s known as a leadership gap — in practically every industry.

Once you understand the competencies needed for success in your specific industry and where the gaps are greatest, you can begin to design leadership development initiatives that deliver effective results for your organization to make the most impact on your leaders.

Below are some of our key findings about the leadership competencies of U.S. leaders in different industries. You can also download our full Industry Trend Report for more detailed information.

Healthcare Industry Leaders

Healthcare leaders were least proficient in “leading employees.” “Leading employees” deals with attracting, motivating, and developing employees. Given that more than 75% of leaders in healthcare are “at least proficient” in “taking initiative,” we recommend that they refocus some of their attention on those they work with and manage. Research has shown that leaders with more interpersonal savvy cultivate higher performance teams. View the Healthcare Leadership Infographic (PDF).

Pharmaceutical Industry Leaders

Half of pharmaceutical industry leaders were also not proficient in “leading employees.” Leaders scored much better on “participative management,” which deals with involving others, listening, and building commitment. Though “leading employees” includes “participative management,” it’s a broader competency that also focuses on recruiting talented employees, providing challenging development opportunities, and rewarding hard work. Pharmaceutical organizations should focus on developing these skills. View the Pharmaceutical Leadership Infographic (PDF).

Financial Services Industry Leaders

Leaders in financial services are proficient in several important areas but less proficient in “building collaborative relationships” and “leading employees.” And bosses rated “building collaborative relationships” and “leading employees” as the No. 1 and No. 3 most important competencies, respectively. Focusing on developing these competencies should create a strategic advantage for financial services firms aiming to improve their leadership pipelines. View the Financial Leadership Infographic (PDF).

High-Tech Industry Leaders

High-tech leaders were least proficient in areas that focus on working with others like “building collaborative relationships” and “leading employees.” In fact, “building collaborative relationships” was rated as the most important competency in this industry. Given that close to 80% of leaders in technology are “at least proficient” in “taking initiative,” we recommend that tech organizations refocus development on those that leaders work with and manage. View the High-Tech Leadership Infographic (PDF).

Energy Industry Leaders

“Building collaborative relationships” is the most important competency for success in the energy industry. Yet nearly 40% of leaders were not rated as proficient in this area. A more dedicated focus on “leading employees,” “participative management,” and “change management” could critically improve an energy leader’s reputation and ability to build collaborative relationships over time. Energy organizations may want to develop skills at working well with others on a day-to-day basis. View the Energy Leadership Infographic (PDF).

Government Sector Leaders

Government leaders were least proficient in “change management” and “leading employees.” “Change management” refers to the use of effective strategies to facilitate organizational change initiatives and to overcome resistance to change. Given that more than 80% of leaders in government are “at least proficient” in “taking initiative,” we recommend that government organizations focus attention on building change leadership and the “leading employees” competency. View the Government Leadership Infographic (PDF).

Military Leaders

U.S. Army leaders averaged significantly higher proficiency ratings on all 6 competencies compared to average U.S. industry leaders. Given the extensive leadership development training that these leaders already undergo to deal with the harsh realities they face on the job, this shouldn’t be surprising. This suggests that organizations in many other industries may enhance their leader bench strength by recruiting and hiring more veterans for key leadership roles. View the U.S. Army Leadership Trend Report (PDF).

In closing, leadership development programs that focus on helping leaders comprehend and apply the competencies they need most to bring results will have the greatest impact on the bottom line. We hope insights from our Industry Trends Report and these takeaways about leaders in different fields will help you design development solutions that are relevant, useful, and impactful for leaders at your organization, whatever your industry.

Ready to Take the Next Step?

Leaders in different fields need certain key leadership skills to succeed, regardless of industry or level. We have expertise in various industries and sectors and can partner with you to develop leaders in your organization.

The post What Do Leaders in Different Fields Need to Succeed? appeared first on CCL.

Southwestern Energy (SWN), a top 3 producer of natural gas in the contiguous United States, found itself facing a shifting marketplace and external environment. The organization needed to make significant changes to its workforce, including a change in focus for the business. Most of its workforce, however, had not worked through the long-term, cyclical nature of the oil and gas industry.

The high level of uncertainty the organization faced, coupled with a decreased sense of control for employees, created an environment where employees faced significant stress and anxiety.

Decades of research show that stress and anxiety have negative effects on our health, productivity, and mood. Short periods of stress can often be managed successfully, but extended periods of worry and uncertainty, if left unchecked, can have detrimental effects.

We partnered with SWN to achieve 3 goals:

• Decrease employee stress levels during a tough, sustained period in the company’s history;
• Increase people’s physical and emotional energy to keep performing at high levels; and
• Create a scalable solution to reach top leaders and frontline employees in a cost-efficient way.

SWN wanted a solution to engage busy executives who might feel that they and their teams didn’t have time for leadership development and resilience training. To achieve lasting culture change, it was critical for frontline workers to also have access to the experience.

Solution & Results

We worked with SWN to develop a 2-track resilience process focused on “Leading Change,” and “Building a Culture of Resilience.”

The initiative started with the top 130 SWN leaders, because building a culture of resilience in an organization requires leaders at the top to model the new behaviors. Organizational leaders were invited to attend a set of 3 2-hour resilience sessions over the course of 3 days. Nearly 80% of those invited attended the sessions.

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With senior leaders now empowered with new knowledge and resiliency tools, it was time to start spreading these concepts and behaviors to the rest of the organization. After the workshops, leaders set up 30-minute meetings with their teams in which they played a short video, then engaged in team discussions about how to use a particular resilience tool.

Over several months, nearly 1,000 employees learned new resiliency practices they could apply right away. To ensure resiliency took hold at SWN, we helped the organization design and implement additional practices, including:

• Pairing leaders with accountability partners. This allowed leaders to share their activities, accomplishments, and plans on a regular basis.
• Creating “each one teach one” videos. These short, monthly videos focused on specific resiliency topics and included discussion questions that leaders could use with their teams.
• Holding follow-up and accountability sessions. 60 days after the initial resiliency workshops were presented, senior leaders and SWN’s HR Department hosted hour-long accountability and best practices meetings.

SWN leaders took a resilience survey before the workshop and again a year later. Of the 5 negative resilience behaviors — rumination, emotional inhibition, toxic achieving, avoidance coping, and perfectionism — 4 showed significant improvement. The 4th, avoidance coping, was already strong to begin with among SWN leaders.

Participants Say

The post Learning to Build a Resilient Culture in the Workplace appeared first on CCL.